Work engagement is a mental and dispositional state of energy investment, coping with difficulties and directing the effort to work with which the nurse identifies and feels high pleasure to perform. This is not a momentary sensation; engagement at work is a positive, pervasive and persistent mental state. In other words, the engaged nurse is one who is full of energy, feel great pleasure and inspiration for what nurse does (Rasli, et al., 2012 and Vazquez, et al., 2015).
Benefits of nursing engagement. In recent years, the nurse engagement is one of the positive organizational behaviors which are essential for organizations coping with new challenges to remain competitive in today’s working conditions. Work engagement is seen as …show more content…
For organization, work engagement induces increasing of nurse performance, predicts financial returns, leads to increase of customer satisfaction and loyalty, productivity and profitability, whereas decrease of nurse turnover (Sakovska, 2012; Van Bogaert, et al., 2013). Also, work engagement results in lower absenteeism, improved quality, reduced errors, faster business growth and higher business success, linked with some other positive outputs such as job satisfaction and commitment. It is emphasized that engaged nurses are likely to be involved in organizational citizenship behaviors due to having positive emotions and they feel themselves capable of performing extra-role behaviors eagerly. Furthermore, it facilitates nurses to exhibit some other positive organizational behaviors such as proactive and innovative behaviors and to have a personal initiative and learning motivation (Kanten and Ulker, 2014; Keyko, …show more content…
This model takes the perspective of positive organizational psychology, in which the well-being of worker is the result of the optimal balance between positive aspects (resources) and negative aspects (demands) of the job characteristics. In JDR-WE model, resources and work demands are not restricted to specific activities or organizations. This model attempts to illuminate how resources can be used to enhance engagement and how the interplay between various resources affects engagement. JDR model categorized work characteristics into two broad categories; namely job demands and job resources (Albrecht, et al., 2015 and Vazquez, et al.,
Benefits of nursing engagement. In recent years, the nurse engagement is one of the positive organizational behaviors which are essential for organizations coping with new challenges to remain competitive in today’s working conditions. Work engagement is seen as …show more content…
For organization, work engagement induces increasing of nurse performance, predicts financial returns, leads to increase of customer satisfaction and loyalty, productivity and profitability, whereas decrease of nurse turnover (Sakovska, 2012; Van Bogaert, et al., 2013). Also, work engagement results in lower absenteeism, improved quality, reduced errors, faster business growth and higher business success, linked with some other positive outputs such as job satisfaction and commitment. It is emphasized that engaged nurses are likely to be involved in organizational citizenship behaviors due to having positive emotions and they feel themselves capable of performing extra-role behaviors eagerly. Furthermore, it facilitates nurses to exhibit some other positive organizational behaviors such as proactive and innovative behaviors and to have a personal initiative and learning motivation (Kanten and Ulker, 2014; Keyko, …show more content…
This model takes the perspective of positive organizational psychology, in which the well-being of worker is the result of the optimal balance between positive aspects (resources) and negative aspects (demands) of the job characteristics. In JDR-WE model, resources and work demands are not restricted to specific activities or organizations. This model attempts to illuminate how resources can be used to enhance engagement and how the interplay between various resources affects engagement. JDR model categorized work characteristics into two broad categories; namely job demands and job resources (Albrecht, et al., 2015 and Vazquez, et al.,