Perspectives, Issues, Research and Practice
Edited by Simon L. Albrecht
Chapter 20: Affective States and Affect Regulation as Antecedents of Dynamic Work Engagement
Carmen Binnewies and Bettina Fetzer Introduction Both affect and work engagement are concepts that have gained increasing attention in organizational research within the last years (Elfenbein, 2007; Macey & Schneider, 2008). This increasing interest is probably due to the importance of affect and work engagement for organizational behavior (compare Brief & Weiss, 2002; Bakker & Demerouti, 2008). In this chapter, we shall discuss the role of affective states as predictors of employees’ work engagement. In addition, we shall present theoretical and empirical work on how employees can self-regulate (improve) their affect by applying certain strategies and consequences for work engagement as a dynamic concept. In our chapter, we refer to the work of Schaufeli et al. (2002) who defined work engagement as “a positive, fulfilling work-related state of mind that is characterized by vigor, dedication, and absorption” (p. 76). Vigor is characterized by high levels of energy and mental resilience while working. Dedication refers to being strongly involved in one’s work and experiencing a sense of significance, enthusiasm, and challenge. Absorption is characterized by being fully concentrated and happily engrossed in one’s work, whereby time passes quickly and one has difficulties with detaching oneself from work. (Bakker & Demerouti, 2008, pp. 209–10) Affective states and work engagement In general, affect can be described as a phenomenological state of feeling (Watson, 2000), usually captured in terms of emotional adjectives, such as sad, happy, and enthusiastic. Affective states refer to what an individual is feeling at any given moment in time, whereas affective traits (for...
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