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The current study investigates the moderating effect of employee growth climate on the relationship between work engagement and job outcomes among plantation workers in North Sumatra, Indonesia. Three individual-level job outcomes are investigated, namely, intra-role behavior, employee learning, and innovative work behavior. Six hundred and seven Indonesian plantation workers from one of the biggest palm oil plantations in Indonesia participated. Work engagement and employee growth climate were positively related to the three types of job outcomes, as expected. Furthermore, the relationship between work engagement-intra-role behavior and work engagement-innovative work behavior was moderated by employee growth climate. However, no moderating effect of employee growth climate was observed for the relationship between work engagement-employee learning. Thus, organizations may create programs to foster employee growth climate and aware of their employees’ learning behaviors.

The purpose of this study was to investigate the psychometric properties of the short form Burnout Assessment Tool (BAT-12). As a result of the pandemic, job stress has been compounded and the use of conceptually grounded and accurate measures is needed to identify burnout risks within specific organisations and the overall workforce. The study sample comprised 660 employees from various occupational settings who filled out an online survey. Latent variable methods with ordinal categorical data were implemented to model the data and to test the hypotheses for the study. Results showed that the proposed second-order factor model of the BAT-12 showed a good fit to the data and was invariant across gender and ethnicity. In addition, burnout – as operationalised with the BAT-12 – played the hypothesised mediating role in the Job Demands-Resources model. The BAT-12 also showed convergent validity with the Maslach Burnout Inventory. The authors conclude that BAT-12 is a robust instrument with adequate psychometric properties to measure burnout risk and present a freely available online application for employees to estimate their risk of burnout.

Interest in job crafting as a means to create more work meaning has led to the development of multiperspective conceptualizations of job crafting. Although useful comprehensive portraits of complex job crafting activities have emerged, these synthetic conceptualizations tend to overlap, and even inconsistent with each other. This study aimed to clarify these blurred conceptualizations by examining the component and incremental validity of five distinct job crafting measures and their theoretical propositions in predicting work engagement and innovation behaviour.A cross-sectional sample of 162 health professionals and a two-wave longitudinal sample of 130 R&D employees were used. Results revealed that approach crafting is mainly composed of approach-promoting behaviour and active coping behaviour. In predicting work engagement and innovation behaviour,active coping behaviour was distinguished from withdrawal behaviour; role identities crafting was less strongly associated with these outcomes than job characteristics; cognitive crafting accounted for small increments in the variance beyond behaviour crafting. Apparently, crafting essentially comprises behaviour with a positive attitude. Withdrawal behaviour should be removed from crafting concept because its maladaptive perspective is negative. Job crafting measures which promote situational characteristics with personal meaningfulness, as well as precise descriptions of behaviour crafting and cognitive crafting,are recommended. Refereed/Peer-reviewed

Researchers are becoming increasingly interested in how early experiences within the family are relevant to an individual's behavior at work. Drawing on Bowlby's attachment theory, the present study addresses this topic by examining the relationship between attachment in adulthood and job performance, and the mediating role of burnout in that relationship. We used data from two samples (201 Dutch employees and 178 Romanian working students) and structural equation modeling to test this mediation model and its possible invariance across both samples. The results showed that in both samples, attachment-related anxiety was positively related to burnout, which was in turn negatively related to job performance. Attachment-related avoidance was not significantly associated with burnout or performance. These results were similar in both samples, thus increasing their validity. The results suggest that childhood and early socialization experiences play a role in shaping the employee's behavior and well-being at work. The study is one of the few examining attachment styles in relation to burnout and performance. ispartof: JOURNAL OF PSYCHOLOGY vol:153 issue:4 pages:383-401 ispartof: location:United States status: published

This study aims to provide an integrated perspective on job crafting and its antecedents through the exploration of the joint effects of individual-level and team-level job crafting on employee work engagement. Drawing on conservation of resources (COR) theory, we propose that engaging in job crafting behaviors is promoted by the presence of job-related resources. In turn, job crafting is expected to result in higher levels of work engagement. We expect this reasoning to hold for the individual as well as the team/collective levels. The hypotheses were tested using data from 287 medical professionals from 21 hospital units of a Chinese public hospital. Findings from two-level Bayesian structural equation modeling supported the idea that at the individual level, individual job crafting behaviors partially mediated the relationship from individual resources to individual work engagement. Further, collective crafting mediated the relationship from team resources to individual work engagement. In addition, a positive cross-level relation between collective crafting and individual crafting was found. We conclude that stimulated by resources, both job crafting processes at the individual-level and team-level can promote individual work engagement in Chinese employees. ispartof: FRONTIERS IN PSYCHOLOGY vol:10 ispartof: location:Switzerland status: published

Authenticity at work refers to the extent to which a worker feels in touch with their true self while at work. At first sight this concept seems to overlap with the concept of person-environment (P-E) fit, that is, the degree to which an individual experiences good fit with their work environment. Drawing on a sample of 867 Dutch gifted workers, structural equation modeling was used to investigate (i) whether authenticity at work and P-E fit can be distinguished, and (ii) how authenticity at work and P-E fit were associated with employee well-being. As expected, confirmatory factor analysis revealed that authenticity at work and P-E fit were distinct from each other. Moreover, the mediated effect of authenticity at work was stronger for two negative forms of well-being (burnout and boredom) than for two positive forms of well-being (work engagement and job satisfaction). The theoretical and practical implications of these findings are discussed, especially focusing on the distinction between authenticity and P-E fit. ispartof: JOURNAL OF PSYCHOLOGY vol:153 issue:2 pages:247-266 ispartof: location:United States status: published

Purpose The purpose of this study was to investigate the relationship between work engagement and multiple dimensions of employee performance, as mediated by open-mindedness. Design/Methodology/Approach Survey data were obtained from 186 employees of a food processing plant and the findings were cross-validated in an independent convenience sample (N = 308). Findings SEM analyses revealed that the more engaged the employees were, the more they displayed extra-role and in-role performance. As expected, these associations were partially mediated by open-mindedness. Results were ambiguous for counterproductive performance showing a direct negative relation between engagement and counter productivity, and an indirect, positive relation through open-mindedness. Implications With its systematic look at the relation between engagement and multiple indicators of performance, the current study shows why it is important for both employers and employees to invest in engaged employees: there is a relationship with better performance which can partly be explained by the fact that engagement is associated with open-mindedness. This may help to inform organizations under what circumstances engagement leads to positive or negative forms of performance. Vice versa, a decrease in the multiple indicators of performance may signal organizations to look after their employees' mental health, i.e., engagement. Originality/Value This is one of the first studies to include multiple dimensions of employee performance in relation to work engagement. Moreover, it is one of the first studies that focus on the underlying psychological process that might explain for this relationship.

This study used a person-centered approach to examine the across-time relationships between job demands and job resources on the one hand and employee well-being (burnout and work engagement) on the other. On the basis of the job demands–resources model and conservation of resources (COR) theory, increases in demands and decreases in resources across time were expected to result in unfavorable changes in well-being across time. The results of a 2-wave study among 172 nurses and 273 police officers showed several common patterns across both samples: (a) participants who experienced an increase of demands showed a significant increase in burnout, whereas participants who reported having low resources at both measurement times also showed a significant increase in burnout; (b) participants who experienced decreasing resources reported a significant increase in burnout and a significant decrease in engagement; (c) participants who were exposed to chronic low job resources in a highly demanding environment showed a significant increase in burnout; and (d) participants who were exposed to decreased job resources in a highly demanding environment showed a significant increase in burnout.

Purpose The purpose of this study was to investigate the relationship between work engagement and multiple dimensions of employee performance, as mediated by open-mindedness. Design/Methodology/Approach Survey data were obtained from 186 employees of a food processing plant and the findings were cross-validated in an independent convenience sample (N = 308). Findings SEM analyses revealed that the more engaged the employees were, the more they displayed extra-role and in-role performance. As expected, these associations were partially mediated by open-mindedness. Results were ambiguous for counterproductive performance showing a direct negative relation between engagement and counter productivity, and an indirect, positive relation through open-mindedness. Implications With its systematic look at the relation between engagement and multiple indicators of performance, the current study shows why it is important for both employers and employees to invest in engaged employees: there is a relationship with better performance which can partly be explained by the fact that engagement is associated with open-mindedness. This may help to inform organizations under what circumstances engagement leads to positive or negative forms of performance. Vice versa, a decrease in the multiple indicators of performance may signal organizations to look after their employees' mental health, i.e., engagement. Originality/Value This is one of the first studies to include multiple dimensions of employee performance in relation to work engagement. Moreover, it is one of the first studies that focus on the underlying psychological process that might explain for this relationship.

This study used a person-centered approach to examine the across-time relationships between job demands and job resources on the one hand and employee well-being (burnout and work engagement) on the other. On the basis of the job demands–resources model and conservation of resources (COR) theory, increases in demands and decreases in resources across time were expected to result in unfavorable changes in well-being across time. The results of a 2-wave study among 172 nurses and 273 police officers showed several common patterns across both samples: (a) participants who experienced an increase of demands showed a significant increase in burnout, whereas participants who reported having low resources at both measurement times also showed a significant increase in burnout; (b) participants who experienced decreasing resources reported a significant increase in burnout and a significant decrease in engagement; (c) participants who were exposed to chronic low job resources in a highly demanding environment showed a significant increase in burnout; and (d) participants who were exposed to decreased job resources in a highly demanding environment showed a significant increase in burnout.

The aim of our study was to investigate the effectiveness of the CareerSKILLS program, a career development intervention based on career competencies and the JOBS methodology, which aims to stimulate career self-management and well-being of young employees. In a quasi-randomized control trial, the effects of the program were tested in a homogeneous sample of young employees with intermediate vocational education (Nintervention = 112, Nnon-intervention = 61) and in a heterogeneous sample of employees from a special reintegration program (Nintervention = 71, Nnon-intervention = 41). Our results support the effectiveness of the intervention: participants of the CareerSKILLS program, versus a control group, showed increases in six career competencies (refl ection of motivation, refl ection on qualities, networking, self-profi ling, work exploration, and career control), self-effi cacy, resilience against setbacks, careerrelated behaviors, perceived employability, and work engagement. These results provide empirical support for the effectiveness of the CareerSKILLS program. Theoretical and practical implications are discussed.

Engagement at work is a positive mental and dispositional state characterized by Vigor, Dedication and Concentration. The aim of this study was to adapt and get evidence of validity for the Brazilian version of the utrecht work engagement scale (UWES). Participated in the study 1167 workers between 18 and 70 years (M = 36.8, SD = 10.3) in the Brazilian regions. Studies to establish content and construct validity with the 17- item and the 9- item scales were performed. Exploratory and confirmatory factor analyzes showed that the best solution is unifactorial. Internal consistency was high. Age differences in engagement were found. The results also indicate that the present version of UWES is valid for use in Brazil and reinforce the idea that engagement at work is a universal construct. Although most of the results agree with the findings reported in the literature, some cultural differences appeared and they are discussed in this paper.

This study investigated the role of career competencies as a mediator in the Job Demands — Resources model. Structural equation modeling with data from 305 young employed persons aged 16–30 years showed that career competencies are positively related to job resources and work engagement, but not to job demands and emotional exhaustion. Furthermore, career competencies had a partially mediating effect on the relationship between job resources and work engagement, and job resources had a partially mediating effect on the relationship between career competencies and work engagement. These findings suggest that career competencies may act in a similar way as personal resources in fostering work engagement. Our results underline the importance of combining research on job design and career development, and suggest that career competencies may have a role in stimulating employee wellbeing. Career counselors and HR programs may benefit from this insight by simultaneously increasing job resources and career competencies to increase employee wellbeing.

Purpose – The purpose of this paper is to differentiate between two types of job resources (i.e. task resources and social resources) and extends the job demands-resources (JD-R) model with a typically Chinese form of social exchange – guanxi exchange – to increase its applicability in the Chinese context. Design/methodology/approach – Multigroup structural equation analysis was used to test the hypotheses in two cross-sectional Chinese samples of 463 police officers and 261 nurses. Findings – Results supported the distinction between social resources and task resources. Social resources were positively related to engagement and organizational commitment (for police officers), task resources were positively related to engagement (for both nurses and police officers), organizational commitment (for police officers), and negatively to burnout (for police officers). Guanxi exchange with supervisors was positively associated with social resources (for both nurses and police officers), task resources (for nurses), and organizational commitment (for police officers). Moreover, guanxi exchange was positively related with work engagement in both nurses and police officers. Unexpectedly, guanxi exchange was positively related with burnout in police officers. Research limitations/implications – Due to its cross-sectional design, longitudinal replication of the findings is desirable in order to establish causality. Practical implications – The effects of informal interpersonal relations (i.e. guanxi exchange) on employees’ well-being and organizational commitment should be acknowledged, especially when developing strategies to reduce burnout and increase work engagement. Originality/value – For the first time, task resources and social resources are distinguished and a Chinese traditional concept (guanxi exchange) is integrated into the JD-R model.

El objetivo de este estudio longitudinal entre directivos finlandeses ( n = 463) fue doble: en primer lugar investigar la relación entre el engagement (E) y la adicción al trabajo (AT) mediante enfoques centrados en la persona y en la variable y, en segundo lugar, explorar si (y cómo) se relacionan las experiencias de engagement y la adicción al trabajo con el cambio de trabajo durante el período de estudio. El análisis centrado en las variables, basado en modelos de ecuaciones estructurales, mostró que los factores latentes del engagement y la adicción al mismo no correlacionan entre sí, lo que sugiere que son constructos independien- tes. Los análisis centrados en la persona indicaron cuatro perfiles de engagement-adicción al trabajo: 1) “gran disminución de E - baja estabilidad de AT” (18%), 2) “poco aumento de E - disminución moderada de AT” (7%), 3) “poca disminución de E - poca estabilidad de AT” (6%) y 4) “gran estabilidad de E - moderada estabilidad de AT” (68%). En conjunto, estos resultados sugieren en primer lugar que también a nivel intra- individual el engagement y la adicción al trabajo son estados psicológicos independientes: los cambios en el engagement y la adicción al trabajo se referían únicamente al perfil “poco aumento de E - disminución moderada de AT” (7%). En segundo lugar, las condiciones de trabajo influyeron en los niveles tanto de enga- gement como de adicción al trabajo ya que, por lo general, los participantes del perfil “poco aumento de E - disminución moderada de AT” habían cambiado de trabajo durante el período de estudio. El hecho de que el engagement y la adicción al mismo sean sensibles a los cambios de trabajo sugiere que ambas condiciones psicológicas dependen –al menos parcialmente– de la situación laboral de la persona.

Motivation lies at the core of human behavior. It explains why we do what we do. With this thesis, we seek an explanation for the beneficial influence of leadership, corporate purpose, and values on employee engagement through motivation. Engaged employees derive energy from their work, are dedicated, and display higher psychological well-being and performance. Our research identifies motivation as an underlying mechanism linking leadership with positive outcomes. Leadership at the service of motivation boosts engagement and serves the need for self-determination and meaning. A corporate purpose embracing all stakeholders instead of just the shareholders positively affects motivation and engagement; Employees identify with an inspiring mission and vision. Corporate values aimed at contributing to a better world reinforce this even further, as does a work environment with room for personal and professional growth. We have empirically tested these principles in three studies. A fourth tested leadership and motivation in an intervention study. Navigating motivation at work supports employees to flourish, develop, and find significance.

The academic literature has drawn a clear distinction between a positive form (i.e., work engagement) and a negative form (i.e., workaholism) of heavy work investment (HWI). Nevertheless, the different weight of individual and situational factors contributing to their development was not thoroughly explored. This study aims to investigate the role of individual variables (i.e., obsessive&ndash, compulsive traits, achievement orientation, perfectionism, and conscientiousness) and situational factors (i.e., job demands and overwork climate) regarding engagement and workaholism simultaneously. Hypotheses were tested using a sample of 523 Italian employees. Results of structural equation modeling revealed that overwork climate and job demands were conversely related to engagement and workaholism, with job demand reporting the strongest association with workaholism. Furthermore, fear of failure was the only individual factor showing a significant and opposite relationship with workaholism and engagement. In contrast, perfectionism was positively associated with both forms of HWI. These results shed light on the potential effectiveness of intervention strategies focused on the employees and organizations in preventing workaholism and promoting engagement.