Work Engagement

All organizations seek employees who are enthusiastic and energetic as well as intelligent and focused. Employees who are highly engaged with their work are found to be more productive and are less likely to exhibit withdrawal behaviors such as absenteeism, burnout, and turnover. The term engagement can describe psychological states and behaviors, which together can be challenging to define and measure. Work engagement may be a unique concept or simply other constructs recombined, with both attitudinal and behavioral components, but it is considered to be an asset for organizations that can foster engaged employees and reap the benefits.

In this Discussion, you will differentiate work engagement from job involvement and determine whether it is a job attitude. You will also explore whether engagement is the opposite of burnout and what that means.

To prepare for this Discussion:

• Read the article “Burnout and Work Engagement: The JD–R approach.” Consider the antecedents to both burnout and work engagement and whether they are opposing aspects or if they are just related.
• Review the article “Attitudes: Satisfaction, Commitment and Involvement.” Identify how the article defines work engagement and differentiates it from job involvement and organizational commitment.
• Read the article “A Process Model of Employee Engagement: The Learning Climate and Its Relationship With Extra-Role Performance Behaviors.” Consider whether work engagement is a job attitude or a consequence of job attitudes. Also consider whether it can be differentiated from job involvement and organizational commitment.

Write a response to the following:

Provide an explanation of whether work engagement is a job attitude or a consequence of job attitudes and why. Then, explain whether work engagement is the same as or different from job involvement and why. Finally, explain whether work engagement is the opposite of job burnout or something distinct from job burnout and why. APA 7th edition.

Resources:

Bakker, A. B., Demerouti, E., & Sanz-Vergel, A. I. (2014). Burnout and work engagement: The JD–R approach. Annual Review of Organizational Psychology and Organizational Behavior, 1, 389–411. https://doi-org.ezp.waldenulibrary.org/10.1146/annurev-orgpsych-031413-091235

Crede, M. (2018). Attitudes: Satisfaction, commitment and involvement. In D. S. Ones, N. Anderson, C. Viswesvaran, & H. K. Sinangil (Eds.), The SAGE handbook of industrial, work & organizational psychology: Organizational psychology (2nd ed., Vol. 2, pp. 3–24). SAGE. http://dx.doi.org.ezp.waldenulibrary.org/10.4135/9781473914957.n2

Eldor, L., & Harpaz, I. (2015). A process model of employee engagement: The learning climate and its relationship with extra-role performance behaviors. Journal of Organizational Behavior, 37(2), 213–235. https://doi-org.ezp.waldenulibrary.org/10.1002/job.2037