Psychological Conditions of Personal Engagement and Disengagement at Work

Kahn, William A.

doi:10.5465/256287

Cited by 2,900 publications

(5,523 citation statements)

References 24 publications

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133

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5,012

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“…Drawing on earlier work by Kahn (1992; cf. also Kahn, 1990), Schaufeli and his colleagues defined work engagement as a "persistent, positive affectivemotivational state of fulfillment" (Maslach, Schaufeli, & Leiter, 2001, p. 417;Salanova, Schaufeli, Llorens, Peiro, & Grau, 2000;Schaufeli, Salanova, Gonzáles-Romá, & Bakker, 2002).…”

Section: Work Engagementmentioning

confidence: 99%

“…Third, work engagement helps individuals derive benefits from stressful work (Britt, Adler, & Bartone, 2001). Fourth, work engagement is positively related to organizational commitment (Demerouti et al, 2001) and is expected to affect employee performance (Kahn, 1990).…”

Section: Work Engagementmentioning

confidence: 99%

“…Nevertheless, it can be assumed that there are daily fluctuations in the experience of work engagement within one person (Kahn, 1990). Experience sampling studies showed substantial intraindividual variations in work-related affective experiences (Fisher, 2000;Teuchmann, Totterdell, & Parker, 1999).…”

Section: Work Engagementmentioning

confidence: 99%

“…In other words, work engagement does not differ only between individuals (trait aspect) but also shows within-person variation over time. Based on qualitative data, Kahn (1990) proposed that physical, emotional, and psychological resources are a necessary prerequisite for engaging at work. This implies that recovery and the associated restoration of resources help individuals experience work engagement.…”

Section: Work Engagementmentioning

confidence: 99%

See 3 more Smart Citations

Recovery, work engagement, and proactive behavior: A new look at the interface between nonwork and work.

Sonnentag

2003

Journal of Applied Psychology

1,424

1,142

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This study examined work-related outcomes of recovery during leisure time. A total of 147 employees completed a questionnaire and a daily survey over a period of 5 consecutive work days. Multilevel analyses showed that day-level recovery was positively related to day-level work engagement and day-level proactive behavior (personal initiative, pursuit of learning) during the subsequent work day. The data suggest considerable daily fluctuations in behavior and attitudes at work, with evidence that these are related to prior experience and opportunity for recovery in the nonwork domain.

show abstract

Section: Work Engagementmentioning

confidence: 99%

Section: Work Engagementmentioning

confidence: 99%

Section: Work Engagementmentioning

confidence: 99%

Section: Work Engagementmentioning

confidence: 99%

See 2 more Smart Citations

Recovery, work engagement, and proactive behavior: A new look at the interface between nonwork and work.

Sonnentag

2003

Journal of Applied Psychology

1,424

1,142

View full text Add to dashboard Cite

show abstract

“…Whereas energizing relationships spur positive feelings to participate and contribute to others and the organization (e.g., Dutton, 2003;Kahn, 1990), de-energizing relationships reduce a sense of belonging (Dutton, 2005) and may encourage individuals to pull back from interacting with others, thus reducing the opportunity to learn (Casciaro & Lobo, 2008). De-energizing relationships diminish feelings of psychological safety (Edmondson, 1999), limiting how much people learn.…”

Section: De-energizing Relationships and Performancementioning

confidence: 99%

Destructive de-energizing relationships: How thriving buffers their effect on performance.

Gerbasi

Porath

Parker

et al. 2015

Journal of Applied Psychology

120

105

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In this paper, we establish the relationship between de-energizing relationships and individual performance in organizations. To date, the emphasis in social network research has largely been on positive dimensions of relationships despite literature from social psychology revealing the prevalence and detrimental impact of de-energizing relationships. In two field studies, we show that de-energizing relationships in organizations are associated with decreased performance. In Study 1, we investigate how de-energizing relationships are related to lower performance using data from 161 people in the information technology (IT) department of an engineering firm. In Study 2, in a sample of 439 management consultants, we consider whether the effects of deenergizing relationships on performance may be moderated by the extent to which an individual has the psychological resource of thriving at work. We find that individuals who are thriving at work are less susceptible to the effects of de-energizing relationships on job performance. We close by discussing implications of this research.

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The effects of training managers on management competencies to improve their management practices and work engagement of their subordinates: A single group pre- and post-test study

Adachi

Sekiya

Imamura

et al. 2019

Journal of Occupational Health

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Psychological Conditions of Personal Engagement and Disengagement at Work

Cited by 2,900 publications

References 24 publications

Recovery, work engagement, and proactive behavior: A new look at the interface between nonwork and work.

Recovery, work engagement, and proactive behavior: A new look at the interface between nonwork and work.

Destructive de-energizing relationships: How thriving buffers their effect on performance.

The effects of training managers on management competencies to improve their management practices and work engagement of their subordinates: A single group pre- and post-test study

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