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A meta-analysis of work engagement: Relationships with burnout, demands, resources, and consequences.
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The article was published on 2010-01-01 and is currently open access. It has received 850 citations till now. The article focuses on the topics: Employee engagement & Burnout.read more
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Burnout as a State: Random-Intercept Cross-Lagged Relationship Between Exhaustion and Disengagement in a 10-Day Study
TL;DR: This is one of the first studies to use daily diaries and the RI-CLP model to study burnout, including the separation of the more stable and more dynamic parts of each component.
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Behavioral Integrity, Engagement, Organizational Citizenship Behavior, and Service Quality in a Healthcare Setting.
TL;DR: Employees who perceived their direct managers as exhibiting more BI were more engaged in their jobs; reported their coworkers as performing more organizational citizenship behaviors; and had more favorable views both of the service quality of their unit and hospital or other entity in which they worked.
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Making Good Things Last Longer: The Role of Savoring on the Relationship Between HRM and Positive Employee Outcomes
Filipa Castanheira,Joana Story +1 more
TL;DR: In this article, the authors studied sales managers' perceptions of performance-oriented HR practices, and the mediating and moderating processes through which these practices are linked with affective commitment.
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Exploring the causes, symptoms and health consequences of joint and inverse states of work engagement and burnout: The specific case of nurses in Spain
TL;DR: In this paper, the authors explore the relationship between positive and negative psychological states of work and their effects on an individual's mental and physical health, and analyzes their separate and joint manifestations.
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Exploring the Leadership-Engagement Nexus: A Moderated Meta-Analysis and Review of Explaining Mechanisms.
TL;DR: In this article, the value of several well-established positive leadership styles for employee work engagement in organizations was reviewed and quantified for both qualitative and quantitative studies. But, the authors did not consider the effect of team-and organizational-level moderators on work engagement.