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The purpose of this paper is to test whether work engagement can be predicted by two core dimensions, energy and involvement, both at the individual and team levels.

Based on the circumplex model of affective well-being (Russell, 1980), the authors propose the work engagement grid and collect data on individual and team work engagement (TWE) from two different samples (n=1,192 individuals).

Results show a significant positive relationship between the individual engagement grid and individual work engagement. However, only the energy dimension significantly predicted TWE. The authors also provide evidences for the relationship between the engagement grid and related variables (e.g. adaptive performance, team cohesion, satisfaction), and show that the combination of energy and involvement present smaller correlations with those variables than the complete engagement scales.

Data were collected from simulation samples, therefore generalization of the findings must be done with caution. The findings allow for developing a brief measure of work engagement, particularly useful for longitudinal or diary study designs.

When teams are the work unit, the displays of energetic behaviors ought to be fostered in order to boost collective engagement.

The authors add to the existing literature on work engagement, concluding that individual and team-level work engagement have structural differences between them, with the collective construct being dependent on external manifestations of energy, and that individual work engagement needs a cognitive component of absorption in order to foster performance.

The objective of this study is to understand the mediating role of student engagement between future time perspective and group task performance. In addition, the study examines the interaction effect of group cohesion task with student engagement on group performance.

Data were collected from 170 (a total of 34 groups of five members each) business management students for three consecutive months. To analyze the data, multi-level modeling was carried out.

The results of the three-wave multi-level analysis indicate support for the hypotheses and suggest that future time perspective affects group performance through student engagement. Moreover, group cohesion interacts with student engagement to predict group task performance.

The findings show how the application of engagement theory can help in understanding the relationship between two distant variables, namely, future time perspective and group performance.

The educators are encouraged to engage students for facilitating the positive impact of future time perspective on group task performance. The findings also imply that the students with future orientation perform well and thus, the educators may need to teach students to have futuristic perspective.

This study in one of its kinds to test the mediating role of student engagement between future time perspective and group task performance as well as the interaction effect of group cohesion task with student engagement on group performance at both the individual and group level over a period of time.

The aim is to expand the challenge-hindrance framework and develop a coherent theoretical framework that explains individual differences in the way small business owners appraise their job demands. Literature has shown that dealing effectively with job demands leads to competitive advantage and depends on individual appraisals.

For this qualitative study, 20 in-depth interviews were analyzed using a partially grounded theory approach.

Open and axial coding revealed a broader range of demands than have hitherto been studied, related to actions rather than job characteristics. Selective coding confirmed expectations based on the Conservation of Resources Theory that appraisals of demands differ between business owners and change over time depending on role identities, and material, social, personal and energy resource levels, via the valence (identities) and degree of anticipated outcomes. Business owners appraised certain demands as challenging when they were co-occurring with other demands usually categorized as challenges, whereas these same demands were appraised as hindering when co-occurring with demands usually categorized as hindrances.

The results imply that appraisals can be influenced by societal context, life events, processes of formal and informal learning, personal growth and aging. These topics would be interesting avenues for future research.

The results of this study challenge our understanding of job demands in general and current categorizations of job demands as challenges versus hindrances in specific, by providing an in-depth, contextualized and dynamic view of the appraisal of demands related to owning and running a business.

The purpose of this paper is to focus on home care organization employees, and examine how the interaction between job demands (emotional demands, patient harassment, workload, and physical demands) and job resources (autonomy, social support, performance feedback, and opportunities for professional development) affect the core dimensions of burnout (exhaustion and cynicism).

Hypotheses were tested with a cross‐sectional design among 747 Dutch employees from two home care organizations.

Results of moderated structural equation modeling analyses partially supported the hypotheses as 21 out of 32 (66 per cent) possible two‐way interactions were significant and in the expected direction. In addition, job resources were stronger buffers of the relationship between emotional demands/patient harassment and burnout, than of the relationship between workload/physical demands and burnout.

The conclusions may be particularly useful for occupational settings, including home care organizations, where reducing or redesigning demands is difficult.

The findings confirm the JD‐R model by showing that several job resources can buffer the relationship between job demands and burnout.

The purpose of this paper is to give a state‐of‐the art overview of the Job Demands‐Resources (JD‐R) model

The strengths and weaknesses of the demand‐control model and the effort‐reward imbalance model regarding their predictive value for employee well being are discussed. The paper then introduces the more flexible JD‐R model and discusses its basic premises.

The paper provides an overview of the studies that have been conducted with the JD‐R model. It discusses evidence for each of the model's main propositions. The JD‐R model can be used as a tool for human resource management. A two‐stage approach can highlight the strengths and weaknesses of individuals, work groups, departments, and organizations at large.

This paper challenges existing stress models, and focuses on both negative and positive indicators of employee well being. In addition, it outlines how the JD‐R model can be applied to a wide range of occupations, and be used to improve employee well being and performance.

The purpose of this paper is to argue in support of a model that shows how four key HRM practices focused on engagement influence organizational climate, job demands and job resources, the psychological experiences of safety, meaningfulness and availability at work, employee engagement, and individual, group and organizational performance and competitive advantage.

This conceptual review focuses on the research evidence showing interrelationships between organizational context factors, job factors, individual employee psychological and motivational factors, employee outcomes, organizational outcomes and competitive advantage. The proposed model integrates frameworks that have previously run independently in the HR and engagement literatures.

The authors conclude that HRM practitioners need to move beyond the routine administration of annual engagement surveys and need to embed engagement in HRM policies and practices such personnel selection, socialization, performance management, and training and development.

The authors offer organizations clear guidelines for how HR practices (i.e. selection, socialization, performance management, training) can be used to facilitate and improve employee engagement and result in positive outcomes that will help organizations achieve a competitive advantage.

The authors provide useful new insights for researchers and management professionals wishing to embed engagement within the fabric of HRM policies and practices and employee behaviour, and organizational outcomes.

The purpose of this paper is to examine whether job crafting and work enjoyment could explain the well-established relationship between self-efficacy and job performance. The authors hypothesized that employees would be most likely to engage in proactive job crafting behaviors on the days when they feel most self-efficacious. Daily job crafting, in turn, was expected to relate to daily performance through daily work enjoyment.

A daily diary study was conducted among a heterogeneous sample of employees (N=47, days=215). Participants completed the survey on five consecutive days.

The results of multilevel structural equation modeling analyses were generally in line with the hypotheses. Specifically, results indicated that employees who felt more self-efficacious on a given day were more likely to mobilize their job resources on that day. Daily job crafting, in turn, was positively correlated to work enjoyment and indirectly associated with performance. Participants reported elevated levels of performance on the days on which they enjoyed their work most.

Self-reports were used to assess all constructs, which may result in common method bias. However, within-person correlations were moderate, and a two-level CFA indicated that a one-factor model could not account for all the variance in the data.

The findings of this study underscore the importance of daily proactive behavior for employee and organizational outcomes.

The purpose of this paper is to examine the impact of a job demands-resources (JD-R) intervention on psychological capital (PsyCap), job crafting, work engagement, and performance.

This study used a quasi-experimental pre-test-post-test design with a control group. Healthcare professionals (n=67) were assigned to the JD-R intervention or a control group and filled out questionnaires before and after the intervention. To test the hypotheses, multivariate analyses of covariance were conducted.

Results showed that participants’ PsyCap, job crafting, work engagement, and self-ratings of job performance significantly increased after the JD-R intervention.

Only healthcare professionals participated in the intervention study, which restricts the generalizability of the findings.

The results illustrate that organizations can foster work engagement and improve performance by offering a JD-R intervention aimed at increasing PsyCap and job crafting at work. Organizations should acknowledge the importance of facilitating and stimulating a resourceful and challenging work environment.

This is the first study that examined a JD-R intervention. The results contribute to JD-R theory by offering a first causal test. For the first time, a significant increase of job crafting behaviors after an intervention was found.

The purpose of this paper is to provide theoretical and practical insight into the process of crossover with the proposition that affect intensity is an important explanatory mechanism of crossover.

This paper provides an empirical and conceptual overview of the construct of crossover, and addresses key gaps in the literature by proposing a process of discrete emotional crossover. It is proposed that individual differences in affect intensity may moderate and/or explain the crossover of discrete emotions in the workplace.

This paper responds to the call of various researchers within the crossover field by putting forth a unique explanation for the occurrence of crossover. This explanation draws significantly on emotions theory and research.

This paper is unique in its presentation of affect intensity as a moderator of the crossover process and in its discussion of the crossover of discrete emotions such as joy and fear rather than the crossover of emotional or psychological states.

Departing from the Job Demands‐Resources (JD‐R) model, the paper examined the relationship between job demands and resources on the one hand, and employees' evaluations of organizational change on the other hand.

Participants were 818 faculty members within six faculties of a Dutch university. Data were analyzed using multilevel analyses with faculty as the grouping variable.

For the job demands, results show that emotional demands, but not workload, are negatively related to more favorable evaluations of organizational change. Regarding job resources, results show that support from the supervisor, job control, and opportunities for professional development is associated with more favorable evaluations of organizational change. Moreover, job control and support from the supervisor buffered the negative relationship between emotional demands and favorable evaluations of organizational change.

One of the clear implications of this study is that organizations should try to provide their employees with adequate resources together with the ascertaining of jobs with low job demands such that people can fulfill their job without severe adverse working outcomes. If it is impossible to reduce or optimize specific demands, additional job resources should be provided.

The finding that job resources are important in shaping evaluations of organizational change perceptions is consistent with the idea that employees with enough resources will be motivated to do their job and to be motivated to participate in change processes. Employees, who perceive their work environment and their job as highly resourceful, are more likely to anticipate into a pending change effort.