Edited by Ronald J. Burke and Kathryn M. Page
Chapter 13: Work engagement and employee well-being
Work engagement has spawned a great deal of interest since its initial conceptualization. To date, many researchers have connected levels of work engagement to a wide range of employee attitudes, behaviors, and performance outcomes. However, there are relatively fewer studies on work engagement and employee well-being. This chapter presents a review of existing research on work engagement variables in relation to several dimensions of employee well-being. This is supported by a brief overview of work engagement variables and their measurement. In particular, work engagement and its known correlates are considered within the job demands-resources model of organizational behavior and employee well-being. Finally, implications of the research are discussed in terms of limitations, future research, and actions that organizations could take to improve levels of both work engagement and employee well-being. One issue for future consideration is whether work engagement, itself, should be considered as a form of employee well-being.
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.