The efficacy of work engagement interventions: A meta-analysis of controlled trials

Vîrgă, Delia; Maricuțoiu, Laurenţiu P.; Iancu, Alina

doi:10.1007/s12144-019-00438-z

Cited by 21 publications

(21 citation statements)

References 85 publications

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“…Knight et al's (2017) systematic review and meta-analysis of work engagement interventions also identified a few interventions that focused on job resource building, but a closer examination of the interventions revealed that the focus was mostly on educating leaders, job training, and physical activity. In another meta-analysis of controlled trials, Vîrgȃ et al (2021)…”

Section: Jd-r Intervention Studiesmentioning

confidence: 99%

Job Demands–Resources Theory: Ten Years Later

Bakker

Demerouti

Sanz‐Vergel

2023

Annu. Rev. Organ. Psychol. Organ. Behav.

339

218

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Burnout refers to a work-related state of exhaustion and a sense of cynicism. In contrast, work engagement is a positive motivational state of vigor, dedication, and absorption. In this article, we discuss the concepts of burnout and work engagement and review their antecedents and consequences. We look back at our inaugural Annual Reviews article (Bakker et al. 2014) and highlight new empirical findings and theoretical innovations in relationship to job demands–resources (JD-R) theory. We discuss four major innovations of the past decade, namely ( a) the person × situation approach of JD-R, ( b) multilevel JD-R theory, ( c) new proactive approaches in JD-R theory, and ( d) the work–home resources model. After discussing practical implications, we elaborate on more opportunities for future research, including JD-R interventions, team-level approaches, and demands and resources from other life domains. Expected final online publication date for the Annual Review of Organizational Psychology and Organizational Behavior, Volume 10 is January 2023. Please see http://www.annualreviews.org/page/journal/pubdates for revised estimates.

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Section: Jd-r Intervention Studiesmentioning

confidence: 99%

Job Demands–Resources Theory: Ten Years Later

Bakker

Demerouti

Sanz‐Vergel

2023

Annu. Rev. Organ. Psychol. Organ. Behav.

339

218

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“…Future intervention research may want to use outcomes that are less susceptible to psychological biases, for example, objective financial results and client satisfaction ratings. Regarding the longer term impact, Vîrga ˘, Maricut ¸oiu, and Iancu (2019) showed in their meta-analysis of work engagement interventions that the intervention effect decreases as the time lag increases. Moreover, their moderator analysis showed that the effectiveness decreases steeply after 3 months since the end of the intervention.…”

Section: Strengths and Limitationsmentioning

confidence: 99%

Do personal resources and strengths use increase work engagement? The effects of a training intervention.

Bakker

Wingerden

2021

Journal of Occupational Health Psychology

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This study uses a quasi-experimental research design to investigate whether a personal resources intervention combined with strengths use can increase work engagement. Following job demandsresources theory, we argue that when employees strengthen their beliefs regarding how much control they have over their environment (i.e., increase their personal resources) and use their character strengths, they will be more engaged at work. The intervention focused specifically on impacting assertiveness, self-efficacy, and resilience. We hypothesized that the intervention would increase work engagement through an increase in personal resources. Participants were all enrolled for a personal resources training and were assigned to training intervention groups (n ϭ 54) or waiting-list control groups (n ϭ 48). Results of multivariate analyses of variance supported our hypotheses that the intervention increased personal resources, strengths use, and work engagement. In addition, process analyses using a bootstrapping procedure showed that in the intervention group (not in the control group), the intervention had a positive impact on changes in work engagement through changes in self-efficacy and resilience. We discuss the implications of these findings for job demands-resources theory, as well as the practical implications.

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“…Another choice regarding the method of delivery is related to the face‐to‐face versus online nature of interventions. Previous studies found the effectiveness of online interventions to be comparable to the effectiveness of face‐to‐face interventions (Barak, Hen, Boniel‐Nissim, & Shapira, 2008; Sitzmann, Kraiger, Stewart, & Wisher, 2006), and to be a less time‐consuming and expensive option (Vîrgă, Maricuţoiu, & Lancu, 2019). However, online interventions are also associated with high dropout rates of 50 percent and higher (Bausch, Michel, & Sonntag, 2014; Nistor & Neubauer, 2010).…”

Section: Introductionmentioning

confidence: 98%