Journal Press India^®

Author Details ( * ) denotes Corresponding author

Work engagement is grounded in the burnout literature, e.g., work engagement is the positive opposite of burnout and has been positioned as the opposite to the experience of burnout. Given the challenge higher education system in India has, it becomes imperative to take stock of the literature related to the literature published on work engagement, especially, of teachers who are considered the central assets to an institution. Thus articles, using a simple literature review method, explore the literature to identify the gap and proposing some propositions and a research framework which can be used by future researchers to refine and test the same.

Keywords

Work Engagement, Teacher, Higher Education Institutions, J-D-R theory

1. Aktar, A., & Pangil, F. (2018). Mediating role of organizational commitment in the relationship between human resource management practices and employee engagement. International Journal of Sociology and Social Policy, 38(7–8), 606–636. https://doi.org/10.1108/ijssp-08-2017-0097
2. Aladwan, K., Bhanugopan, R., & D’Netto, B. (2015). The effects of human resource management practices on employees’ organisational commitment. International Journal of Organizational Analysis, 23(3), 472–492. https://doi.org/10.1108/ijoa-11-2014-0822
3. Albrecht, S., Breidahl, E., & Marty, A. (2018). Organizational resources, organizational engagement climate, and employee engagement. Career Development International, 23(1), 67–85. https://doi.org/10.1108/cdi-04-2017-0064
4. Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage. Journal of Organizational Effectiveness People and Performance, 2(1), 7–35. https://doi.org/10.1108/joepp-08-2014-0042
5. Bakker, A. B., & Demerouti, E. (2007). The Job Demands‐Resources model: state of the art. Journal of Managerial Psychology, 22(3), 309–328. https://doi.org/10.1108/02683940710733115
6. Bakker, A. B., Demerouti, E., & Sanz-Vergel, A. I. (2014b). Burnout and Work Engagement: The JD–R Approach. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 389–411. https://doi.org/10.1146/annurev-orgpsych-031413-091235
7. Bakker, A. B., & Sanz-Vergel, A. I. (2013). Weekly work engagement and flourishing: The role of hindrance and challenge job demands. Journal of Vocational Behavior, 83(3), 397–409. https://doi.org/10.1016/j.jvb.2013.06.008
8. Caniëls, M. C., Semeijn, J. H., & Renders, I. H. (2018). Mind the mindset! The interaction of proactive personality, transformational leadership and growth mindset for engagement at work. Career Development International, 23(1), 48–66. https://doi.org/10.1108/cdi-11-2016-0194
9. Caulfield, J. L., & Senger, A. (2017). Perception is reality: change leadership and work engagement. Leadership & Organization Development Journal, 38(7), 927–945. https://doi.org/10.1108/lodj-07-2016-0166
10. Chen, S., Wang, H., & Yang, K. (2009). Establishment and application of performance measure indicators for universities. The TQM Journal, 21(3), 220–235. https://doi.org/10.1108/17542730910953004
11. Hughes, J. C., & Rog, E. (2008). Talent management. International Journal of Contemporary Hospitality Management, 20(7), 743–757. https://doi.org/10.1108/09596110810899086
12. Christensen, M., Dyrstad, J. M., & Innstrand, S. T. (2018). Academic work engagement, resources and productivity: empirical evidence with policy implications. Studies in Higher Education, 45(1), 86–99. https://doi.org/10.1080/03075079.2018.1517304
13. Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011b). WORK ENGAGEMENT: A QUANTITATIVE REVIEW AND TEST OF ITS RELATIONS WITH TASK AND CONTEXTUAL PERFORMANCE. Personnel Psychology, 64(1), 89–136. https://doi.org/10.1111/j.1744-6570.2010.01203.x
14. Daniels, J. R. (2016). An Exploratory Comparative Case Study of Employee Engagement in Christian Higher Education. Christian Higher Education, 15(3), 126–139. https://doi.org/10.1080/15363759.2016.1165155
15. Hair, J. F., Hult, G. T. M., Ringle, C. M., Sarstedt, M., Danks, N. P., & Ray, S. (2021). Partial Least Squares Structural Equation Modeling (PLS-SEM) Using R. In Classroom companion: business. https://doi.org/10.1007/978-3-030-80519-7
16. Lew, T. (2009). The Relationships between Perceived Organizational Support, Felt Obligation, Affective Organizational Commitment and Turnover Intention of Academics working with Private Higher Educational Institutions in Malaysia. http://hdl.handle.net/20.500.11937/46030
17. Meyer, J. P., & Herscovitch, L. (2001). Commitment in the workplace: toward a general model. Human Resource Management Review, 11(3), 299–326. https://doi.org/10.1016/s1053-4822(00)00053-x
18. Meyer, J. P., Allen, N. J., & Smith, C. A. (1993). Commitment to organizations and occupations: Extension and test of a three-component conceptualization. Journal of Applied Psychology, 78(4), 538–551. https://doi.org/10.1037/0021-9010.78.4.538
19. Nazir, O., & Islam, J. U. (2017). Enhancing organizational commitment and employee performance through employee engagement. South Asian Journal of Business Studies, 6(1), 98–114. https://doi.org/10.1108/sajbs-04-2016-0036
20. Orgambídez, A., & Benítez, M. (2021). Understanding the link between work engagement and affective organisational commitment: The moderating effect of role stress. International Journal of Psychology, 56(5), 791–800. https://doi.org/10.1002/ijop.12741
21. Park, J., Han, S. J., Kim, J., & Kim, W. (2021). Structural relationships among transformational leadership, affective organizational commitment, and job performance: the mediating role of employee engagement. European Journal of Training and Development, 46(9), 920–936. https://doi.org/10.1108/ejtd-10-2020-0149
22. Rosser, V. J. (2004). A national study on midlevel leaders in higher education: The unsung professionals in the academy. Higher Education, 48(3), 317–337. https://doi.org/10.1023/b:high.0000035543.58672.52
23. Rowley, J. (1996). Motivation and academic staff in higher education. Quality Assurance in Education, 4(3), 11–16. https://doi.org/10.1108/09684889610125814
24. Schaufeli, W. B. (2015b). Engaging leadership in the job demands-resources model. Career Development International, 20(5), 446–463. https://doi.org/10.1108/cdi-02-2015-0025
25. Schaufeli, W. B., Martínez, I. M., Pinto, A. M., Salanova, M., & Bakker, A. B. (2002). Burnout and Engagement in University Students. Journal of Cross-Cultural Psychology, 33(5), 464–481. https://doi.org/10.1177/0022022102033005003
26. Schaufeli, W.B. and Bakker, A.B. (2010), “Defining and measuring work engagement: bringing clarity to the concept”, in Bakker, A.B. and Leiter, M.P. (Eds), Work Engagement: A Handbook of Essential Theory and Research, Psychology Press, New York, NY, pp. 10-24. Work Engagement. (n.d.). Google Books. https://books.google.co.in/books?hl=en&lr=&id=IZJ5AgAAQBAJ&oi=fnd&pg=PA10&dq=Schaufeli,+W.B.+and+Bakker,+A.B.+(2010),+%E2%80%9CDefining+and+measuring+work+engagement:+bringing+clarity+to+the+concept%E2%80%9D,+in+Bakker,+A.B.+and+Leiter,+M.P.+(Eds),+Work+Engagement:+A+Handbook+of+Essential+Theory+and+Research,+Psychology+Press,+New+York,+NY,+pp.+10-24.+++&ots=N1ND7FjccS&sig=VjeabBOs1zEjXfOBmYLdzyJufFs&redir_esc=y#v=onepage&q&f=false
27. Sekhar, C., Patwardhan, M., & Vyas, V. (2017). Linking Work Engagement to Job Performance Through Flexible Human Resource Management. Advances in Developing Human Resources, 20(1), 72–87. https://doi.org/10.1177/1523422317743250
28. Smerek, R. E., & Peterson, M. (2006). Examining Herzberg’s Theory: Improving Job Satisfaction among Non-academic Employees at a University. Research in Higher Education, 48(2), 229–250. https://doi.org/10.1007/s11162-006-9042-3
29. Tadić, M., Bakker, A. B., & Oerlemans, W. G. M. (2014). Challenge versus hindrance job demands and well‐being: A diary study on the moderating role of job resources. Journal of Occupational and Organizational Psychology, 88(4), 702–725. https://doi.org/10.1111/joop.12094
30. Tims, M., Bakker, A. B., & Xanthopoulou, D. (2011). Do transformational leaders enhance their followers’ daily work engagement? The Leadership Quarterly, 22(1), 121–131. https://doi.org/10.1016/j.leaqua.2010.12.011
31. Van Wingerden, J., Bakker, A.B. and Derks, D. (2017), “Fostering employee well-being via a job crafting intervention. Journal of Vocational Behavior, 100, 164-174. https://doi.org/10.1016/j.jvb.2017.03.008.
32. Venkatesh, N., Morris, N., Davis, N., & Davis, N. (2003). User Acceptance of Information Technology: Toward a Unified View. MIS Quarterly, 27(3), 425. https://doi.org/10.2307/30036540
33. Wilkins, S., Butt, M. M., & Annabi, C. A. (2017). The Effects of Employee Commitment in Transnational Higher Education: The Case of International Branch Campuses. Journal of Studies in International Education, 21(4), 295–314. https://doi.org/10.1177/1028315316687013
34. Wrzesniewski, A. and Dutton, J.E. (2001) Crafting a Job: Revisioning Employees as Active Crafters of Their Work. Academy of Management Review, 25, 179-201.https://d1wqtxts1xzle7.cloudfront.net/47010794/craftingajoblibre.pdf?1467669040=&response-contentdisposition=inline%3B+filename%3DCrafting_a_Job_Revisioning_Employees_as.pdf&Expires=1724830055&Signature=HHn31pP~BTcnrperuTCDgQUVTRgfYQHNKQH6xyN~GgjVQaZpeepUo50r4no0eiiYp~wLYViOUxu5oOCQmepMHRUnFbW-8Yt44PQ35~bHSFlh4Sf8wRWDIQVyXAi2bMTV-9GeDGXXFPEfemsYM5LSV7jjZgmzVgVOoMSmEuH~O~ctAvwZJJgkzrgcg3XwM2CqT5vdNEobxtnkr2Vkb3j1iOs7dYhq9rDEjTfbyEJLXGWbIu5aWEycGkHtmlXdz0vEGHad5DXsZ12sAr0EAdjz34iuo0-NttOZQxj67xtXhBtJVNhVDHFXKkRpLSRINjC15ymu4JGFj8215Iy9DzAyw__&Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA