SummaryThe present longitudinal survey among 201 telecom managers supports the Job DemandsResources (JD-R) model that postulates a health impairment process and a motivational process. As hypothesized, results of structural equation modeling analyses revealed that: (1) increases in job demands (i.e., overload, emotional demands, and work-home interference) and decreases in job resources (i.e., social support, autonomy, opportunities to learn, and feedback) predict burnout, (2) increases in job resources predict work engagement, and (3) burnout (positively) and engagement (negatively) predict registered sickness duration (''involuntary'' absence) and frequency (''involuntary'' absence), respectively. Finally, consistent with predictions results suggest a positive gain spiral: initial work engagement predicts an increase in job resources, which, in its turn, further increases work engagement.

The present study investigated in a sample of 587 telecom managers whether workaholism, burnout, and work engagement-the supposed antipode of burnout-can be distinguished empirically. These three concepts were measured with existing, validated multi-dimensional questionnaires. Structural equation modeling revealed that a slightly modified version of the hypothesised model that assumed three distinct yet correlated constructs-burnout, engagement, and workaholism-fitted the data best. Multiple regression analyses revealed that these three concepts retained unique hypothesised patterns of relationships with variables from five clusters representing (1) long working hours, (2) job characteristics, (3) work outcomes, (4) quality of social relationships, and (5) perceived health, respectively. In sum, our analyses provided converging evidence that workaholism, burnout, and engagement are three different kinds of employee well-being rather than three of a kind.La présente étude examine auprès d'un échantillon de 587 cadres des télé-communications la question de savoir si l'addiction au travail, le burnout et l'engagement au travail-supposé l'inverse du burnout-peuvent être distingués empiriquement. Ces trois concepts sont mesurés à partir de questionnaires multi-dimensionnels existants et validés. La modélisation d'équation structurale indique qu'une version légèrement modifiée du modèle testé selon lequel le burnout, l'engagement au travail et l'addiction au travail sont trois formes distinctes bien que corrélées du bien-être, rend mieux compte des résultats. Des analyses de régression multiples montrent que ces trois concepts renvoient

Previous research suggests that employee job crafting is positively related to job performance through employee work engagement. The present study expands this individual-level perspective to the team level by hypothesizing that team job crafting relates positively to team performance through team work engagement. In addition, on the basis of social psychological theories about norms, modeling, and emotional contagion in groups, we hypothesize that team job crafting relates to individual performance through (a) individual job crafting and individual work engagement; and (b) team work engagement and individual work engagement. Data was collected among 525 individuals working in 54 teams that provided occupational health services. The results largely supported the hypotheses. Specifically, team job crafting was associated with individual performance via the hypothesized sequential mediation paths. The practical implications of the study are discussed and we conclude that job crafting can be simultaneously used at the team and individual level to improve job performance.

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