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Work engagement: further reflections on the state of play

Bakker, Arnold B., Albrecht, Simon L. and Leiter, Michael P. 2011, Work engagement: further reflections on the state of play, European journal of work and organizational psychology, vol. 20, no. 1, pp. 74-88, doi: 10.1080/1359432X.2010.546711.

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Title Work engagement: further reflections on the state of play
Author(s) Bakker, Arnold B.
Albrecht, Simon L.ORCID iD for Albrecht, Simon L. orcid.org/0000-0002-9155-4759
Leiter, Michael P.ORCID iD for Leiter, Michael P. orcid.org/0000-0001-5680-0363
Journal name European journal of work and organizational psychology
Volume number 20
Issue number 1
Start page 74
End page 88
Total pages 16
Publisher Taylor & Francis
Place of publication Abingdon, Eng.
Publication date 2011
ISSN 1359-432X
1464-0643
Summary In this article we further reflect on the "state of play" of work engagement. We consider, clarify, and respond to issues and themes raised by eight preeminent work engagement researchers who were invited to respond to our position article. The key themes we reflect upon include: (1) theory and measurement of engagement; (2) state and task engagement; (3) climate for engagement versus collective engagement; (4) the dark side of engagement; (5) where job crafting may go wrong; and (6) moderators of the engagement-performance relationship. We conclude that engagement can sensibly be conceptualized as a positive and high arousal affective state characterized by energy and involvement; that there may be additional dimensions that might usefully be included; that we need to more fully understand the day-to-day and momentto- moment temporal dynamics and implications of engagement; that a "climate for engagement" will influence individual and organizational outcomes; that although engagement is at heart a positive construct, the "dark side" of engagement needs to be acknowledged and understood; that "job crafting" provides a potentially powerful way for employees to manage their engagement; and that we need to gain a better understanding of the moderators that influence the way that engagement is related to performance. We also outline some practical implications that follow from our conclusions.
Language eng
DOI 10.1080/1359432X.2010.546711
Field of Research 170107 Industrial and Organisational Psychology
1503 Business And Management
1701 Psychology
Socio Economic Objective 920401 Behaviour and Health
HERDC Research category C1.1 Refereed article in a scholarly journal
ERA Research output type C Journal article
Copyright notice ©2011, Psychology Press
Persistent URL http://hdl.handle.net/10536/DRO/DU:30088373

Document type: Journal Article
Collection: School of Psychology
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