The social psychology of work engagement: state of the field

Bakker, Arnold B.

doi:10.1108/cdi-08-2021-0213

Cited by 52 publications

(67 citation statements)

References 79 publications

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“…, 2020). Also, it would also be important to consider the impact of leadership style and team-level interventions targeted at increasing employee involvement in PWD (Bakker, 2022). Moreover, PWD can also be an antecedent of beneficial work outcomes (i.e.…”

Section: Discussionmentioning

confidence: 99%

“…Future studies may focus on how individual differences and job characteristics can predict employee involvement in PWD . Also, it would also be important to consider the impact of leadership style and team-level interventions targeted at increasing employee involvement in PWD (Bakker, 2022). Moreover, PWD can also be an antecedent of beneficial work outcomes (i.e.…”

Section: Playful Work Designmentioning

confidence: 99%

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From work meaningfulness to playful work design: the role of epistemic curiosity and perceived Leader's autonomous support

Khan

2022

IRJMS

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PurposeBuilding on the self-determination theory (SDT), the purpose of this study is to empirically examine the influence of work meaningfulness (WM) on employees' involvement in playful work design (PWD) in the context of software development firms in Pakistan.Design/methodology/approachFor the present study, a two-wave employee survey (online questionnaire) was used for data collection. The data were collected through an adopted questionnaire from employees working in software development firms in Pakistan. structural equation modeling and Hayes Process Macro of SPSS were used to analyze data collected from 305 respondents.FindingsThe findings of this study show that work meaningfulness and epistemic curiosity (EC) positively and significantly influence employee playful work design strategies. Moreover, the relationship between work meaningfulness and playful work design was partially mediated by employee epistemic curiosity. This mediating role of epistemic curiosity is strengthened by the presence of the perceived leader's autonomous support (LAS).Research limitations/implicationsEmployees improve their personal work experience through playful work design. Theoretically, this study contributes to the body of knowledge on the factors (work meaningfulness, epistemic curiosity and leader's autonomous support) that can influence employees' self-determination to design fun and competition into their work. This study contributes to the theory by introducing the antecedents (work meaningfulness and epistemic curiosity), of employee playful work design and explores the role of epistemic curiosity as a mediator and the leader's autonomous support as a moderator through SDT perspective.Practical implicationsFor practitioners, this study pinpoints that software development firms can consider improving employees' perception of work meaningfulness, which can lead them to become epistemically curious to proactively design their work experience for their psychological need fulfillment, well-being and better functioning. Moreover, leader's autonomous support can support involvement in playful work design.Originality/valueThe current study is the first investigation in the Asian context to study the antecedents of playful work design and a critical boundary condition. This study extends the literature on the antecedents of employee playful work design and explores the role of epistemic curiosity as a mediator and the leader's autonomous support as a moderator specifically through a self-determination perspective.

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Section: Discussionmentioning

confidence: 99%

Section: Playful Work Designmentioning

confidence: 99%

From work meaningfulness to playful work design: the role of epistemic curiosity and perceived Leader's autonomous support

Khan

2022

IRJMS

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“…Examination of the research literature on work engagement (see, for example, Bakker, 2022) provided initial guidance for study of interventions that link to enhancement and/or reinforcement of employee work engagement. In addition, from articles that have received much attention, citation and discussion over the past few years such as Schaufeli et al (2008), Bakker and Demerouti (2017) and Bakker and van Wingerden (2021), information is found that aids in developing an understanding of the dynamics of work engagement.…”

Section: Methodsmentioning

confidence: 99%

“…Bakker (2022) suggests that work engagement has become so popular that it has taken over the central role of job satisfaction in the organizational psychology discipline as job satisfaction represents a positive but low activation of employee well-being while work engagement represents a positive and highly activated form of employee well-being. Knight et al (2017) report that the interest shown in work engagement is globally reflected as the body of empirical research on the subject is observed across a range of countries and organization types, and demonstrates broad participant characteristics.…”

Section: Examination Of Concepts Linkages and Relationshipsmentioning

confidence: 99%

Workplace engagement interventions: empirically based alternatives for manager consideration

Lyons

2022

JWL

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Purpose The primary purpose of this paper is to identify for practitioners and readers of this journal several interventions represented in empirical research that have shown promise with regard to the stimulation and/or reinforcement of employee work engagement. The aim is to identify a range of interventions that managers, supervisors or coaches may consider for a given setting as they go about enabling employee learning and performance improvement. Design/methodology/approach Examination of the research literature on work engagement provided initial guidance for study of interventions that link to enhancement and/or reinforcement of employee work engagement. Information was found that aids in developing an understanding of the dynamics of work engagement as well as identifying a variety of interventions successfully applied in many organizations in several countries. The fundamental approach used in the study is a scoping review. Overall, the paper is generally discursive and details are offered based on review of empirical study and meta-analyses. Findings Findings are represented by a detailed explanation of the construct of work engagement, its theoretical grounding and its relationship with performance and achievement. A summary of interventions identified across many empirical studies provides guidance for managers and leaders, primarily, and organizations with regard to interventions to aid with employee learning, growth and performance improvement. Research limitations/implications Research implications deal mainly with issues linked to the concept of work engagement and the primary tool used for its measurement. Practical implications Substantial information is presented to give a manager, coach or supervisor a detailed view of the construct of work engagement and how one may influence employee growth with regard to the concept. Several interventions are identified, all of which have been shown to be effective. The manager can examine these interventions and make choices about how to influence the employees in her/his unit. Originality/value While hundreds of studies of work engagement have identified and highlighted a variety of interventions used to stimulate or reinforce work engagement with employees, there have been few efforts made to provide practitioners/managers with an array of interventions that have been shown, repeatedly, to be effective. The present study provides such an array.

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“…Specifically, employees enter a positive motivational state (i.e. work engagement; Bakker, 2022) that allows them to invest additional energy in their tasks when relying on job resources provided by the organization (e.g. autonomy, feedback) (for meta-analysis, see Nielsen et al, 2017).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

From personal resources to proactive work strategies and performance: testing the antecedents and outcomes of strengths use in a three-wave study

Pap

Tisu

Vîrgă

2022

CDI

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PurposeBased on the Job Demands-Resources (JD-R) theory, this study aims to identify person-contingent antecedents and consequences of proactive strength-oriented behaviors at work. Thus, the authors propose and test a model in which psychological capital (PsyCap), as a personal resource, represents a precursor of strengths use, which in turn is a facilitator of employees' self-rated performance.Design/methodology/approachThe authors tested the hypothesized mediation process through a cross-lagged study with three waves, using data collected from a sample of Romanian employees. The authors analyzed the data through structural equation modeling.FindingsThe results provided support for our model. The data showed significant, positive cross-lagged relationships between PsyCap, strengths use and performance across waves. Also, the authors identified a significant and positive indirect effect between PsyCap at T1 and performance at T3 through increased strengths use at T2.Originality/valueThis research brings new evidence for strengths use's placement as a proactive individual strategy within the JD-R theory. Practical implications are related to career self-management and work from home.

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The social psychology of work engagement: state of the field

Cited by 52 publications

References 79 publications

From work meaningfulness to playful work design: the role of epistemic curiosity and perceived Leader's autonomous support

From work meaningfulness to playful work design: the role of epistemic curiosity and perceived Leader's autonomous support

Workplace engagement interventions: empirically based alternatives for manager consideration

From personal resources to proactive work strategies and performance: testing the antecedents and outcomes of strengths use in a three-wave study

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