1990
DOI: 10.2307/256287
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Psychological Conditions of Personal Engagement and Disengagement at Work.

Abstract: This study began with the premise that people can use varying degrees of their selves. physically. cognitively. and emotionally. in work role performances. which has implications for both their work and experiences. Two qualitative. theory-generating studies of summer camp counselors and members of an architecture firm were conducted to explore the conditions at work in which people personally engage. or express and employ their personal selves. and disengage. or withdraw and defend their personal selves. This… Show more

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Cited by 5,992 publications
(6,607 citation statements)
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References 46 publications
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“…As noted, "trust is necessary for effective cooperation and communication, [which are] the foundations for cohesive and productive relationships in organizations" (Tschannen-Moran & Hoy, 2000, p. 549). As such, trust between interdependent actors functions as a "lubricant" for productive collaboration in groups (Kahn, 1990), when people have confidence in other people's words and deeds. In contrast, distrust can inevitably impair organizational effectiveness since it is likely to have a deleterious effect on communication: "When interacting with a distrusted person, especially a person who holds more power within an organizational hierarchy, an employee may feel compelled to be evasive or to distort attitudes or information in order to protect his or her interests" (Tschannen-Moran, 2001, p. 313).…”
Section: Interpersonal Trust In Organizationsmentioning
confidence: 99%
“…As noted, "trust is necessary for effective cooperation and communication, [which are] the foundations for cohesive and productive relationships in organizations" (Tschannen-Moran & Hoy, 2000, p. 549). As such, trust between interdependent actors functions as a "lubricant" for productive collaboration in groups (Kahn, 1990), when people have confidence in other people's words and deeds. In contrast, distrust can inevitably impair organizational effectiveness since it is likely to have a deleterious effect on communication: "When interacting with a distrusted person, especially a person who holds more power within an organizational hierarchy, an employee may feel compelled to be evasive or to distort attitudes or information in order to protect his or her interests" (Tschannen-Moran, 2001, p. 313).…”
Section: Interpersonal Trust In Organizationsmentioning
confidence: 99%
“…They often do more than what is written in their employment contract (Kompaso & Sridevi, 2010). William Kahn (1990), the generator of the concept "employee engagement", has www.ccsenet.org/ijbm International Journal of Business and Management Vol. 10, No.…”
Section: Developing Employee Engagement and Employee Retention Througmentioning
confidence: 99%
“…Work engagement can be described as the positive state at the opposite extreme from burnout. Kahn (1990) was among the first researchers to define engaged employees as expressing physical, cognitive, and emotional connectedness with and involvement in their work roles. In this study we use possibly the most cited definition of work engagement, that is, "a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption" (Schaufeli, Salanova, González-romá, & Bakker, 2002, p. 74).…”
Section: Shared Experiences Of Burnout and Work Engagementmentioning
confidence: 99%