This study investigates a conceptual model that explains the mechanisms linking positive orientation (POS — i.e. a pervasive mode of viewing and facing reality from a positive stance) to future job performance in a sample of 388 security agents. Job performance was rated by three supervisors, and examined via the company’s performance appraisal tool. Results […]
Do job and personal resources predict work ability 10 years later? Yes, job and personal resources DO predict workability 10 years later! Moreover, it seems that work engagement plays an important role in this connection. Using a two-wave 10-year longitudinal design, the examined the motivational process proposed by the Job Demands-Resources (JD-R) model was studied. […]
The aim of this study was to establish a typology of employee well-being, together with its psychosocial antecedents and consequences. Results obtained with a sample of 786 full-time employees from different occupational sectors show four types of employee well-being: 9-to-5 or relaxed, work engaged or enthusiastic, workaholic or tense, and burned-out or fatigued, each having […]
This study among Finnish managers showed that work engagement and workaholism did not correlate with each other, thereby suggesting that they are independent constructs. Moreover, longitudinal analyses revealed four different groups: 1) those with high initial but decreasing engagement and low but stable workaholism levels (18%), 2) those with low initial but increasing engagement and […]
The present study among 680 Dutch employees in the banking industry shows that workaholic and engaged employees have different work goals and use different strategies to pursue these goals. More particularly, engaged employees are motivated by a strong need for growth and development (i.e. promotion focus), whereas workaholic employees are motivated by a strong need […]
This study revealed that workaholism — a negative form of heavy work investment — was primarily and positively associated with having a prevention focus (i.e., .avoiding mistakes, failures and errors) , whereas work engagement — a positive form of heavy work investment was primarily and positively associated with having a promotion focus (i.e., using opportunities […]
This chapter reviews various definitions of work engagement that are used in business and academia. and presents a model of work engagement that serves as a guideline for oprationalizing the construct. Moreover, the chapter discusses the psychometric quality of various engagement measures, most notably the Utrecht Work engagement Scale (UWES).