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Nurses’ work motivation impacts their job satisfaction and work engagement, affecting their quality of care. Work motivation, a personal resource, can be categorized into intrinsic and extrinsic motivation, each of which may function differently in the job demands–resources (JD–R) model. To study the effect of nurses’ intrinsic and extrinsic work motivation on work engagement in long-term care (LTC) facilities, we randomly selected 1200 facilities from 6055 LTC facilities in eastern Japan. Two nurses from each facility completed a self-report questionnaire—newly developed for this study for evaluating intrinsic and extrinsic work motivation—to assess their work engagement, job satisfaction, and work motivation. Multiple regression analysis of 561 valid questionnaires investigated the relationship between work motivation and work engagement, indicating that intrinsic work motivation, job satisfaction, and age had a significant positive effect on work engagement, while extrinsic work motivation had no significant effect. However, half the nurses chose to work because of extrinsic work motivation, explaining the high turnover rate of nursing staff in LTC facilities. Findings indicate the importance of measures to foster nurses’ intrinsic motivation to improve work engagement. Further research should investigate how to improve the intrinsic motivation of nurses working in LTC facilities.

To provide a more integrated framework for the study of work engagement, the literature on this concept was reviewed in order to develop a clearer definition of this construct that (instead of being based on the separate construct of burnout) is based on the original theory of work engagement, which allowed a new, more precise measure of work engagement to be created. The new work engagement items were tested to assess their psychometrics. Their integrity was tested via exploratory and confirmatory factor analyses, which retained 18 items for a three-component model having satisfactory fit indexes with three 6-item subscales named Cognitive, Emotional, and Physical Work Engagement. The reliabilities and validities of the new scales were also empirically tested, with reliabilities ranging from .78 to .91; and correlation tests yielded statistical support for the convergent, divergent, and concurrent validities of the new measure. The scales were also tested for application to organizations, with Self-Efficacy as a positive predictor that explained 10% to 16% of the variance for all three work engagement measures. Also, the three work engagement scales were all negative predictors of, and, together, explained 12% of the variance for Turnover Intention. Moreover, work engagement and burnout were empirically shown to be independent constructs.

Work engagement as a predictor of health is an emerging concept in occupational science and the Utrecht Work Engagement Scale (UWES) is the most popular work engagement measurement tool. However, despite its popularity, the UWES is not free from controversy concerning its factorial validity. In this paper, 21 research studies on both UWES-9 and UWES-17 factorial validity within the confirmatory factor analysis (CFA) approach have been reviewed in order to answer the question as to which of the UWES factorial structures displays greater validity. The originally proposed threefactor structure of the UWES has been recognized as superior in 6 studies. In further 6 studies, the UWES structure with 1 general factor has been found to be superior. In 8 studies, the authors have concluded that the one- and three-factor structures could be considered equivalent. One study has failed to confirm either the one- or three-factor structure of the UWES. These ambiguous results from studies focusing on the UWES factorial validity are puzzling because they not only indicate a lack of validity for the UWES as a measurement tool but might also challenge the whole concept of work engagement as a three-factor structure of dedication, vigor and absorption. Int J Occup Med Environ Health 2017;30(2):161-175.

The rapid digital transformation in the public healthcare sector demands effective digital leadership to improve organizational performance. This study investigates the impact of digital leadership on employee empowerment and its subsequent effects on techno-work engagement and sustainability performance within public healthcare institutions in Pakistan. A survey-cum questionnaire method was employed for 334 respondents of employees of public healthcare institutions in the Punjab Province of Pakistan. It used structured questionnaires to measure digital leadership, sense of empowerment, techno-work engagement, and sustainability performance. Structural Equation Modeling (SEM) was performed on data to examine the proposed relationships among the variables. The findings of SEM showed that digital leadership positively influences employees’ sense of empowerment. Empowerment significantly predicted techno-work engagement and sustainability performance. Techno-work engagement also positively affected sustainability performance. Mediation analysis revealed that the sense of empowerment mediates the relationship between digital leadership and both techno-work engagement and sustainability performance. The findings demonstrate that digital leadership enhances employee empowerment, which in turn boosts techno-work engagement and sustainability performance in the public healthcare sector. Organizations should promote digital leadership practices to empower employees and achieve sustainable outcomes.

This study investigated the factor structure and factorial group and time invariance of the 17-item and 9-item versions of the Utrecht Work Engagement Scale (UWES; Schaufeli et al. (2002b) Journal of Happiness Studies 3:71–92). Furthermore, the study explored the rank-order stability of work engagement. The data were drawn from five different studies ( N  = 9,404), including a three-year longitudinal study ( n  = 2,555), utilizing five divergent occupational samples. Confirmatory factor analysis supported the hypothesized correlated three-factor structure—vigor, dedication, absorption—of both UWES scales. However, while the structure of the UWES-17 did not remain the same across the samples and time, the structure of the UWES-9 remained relatively unchanged. Thus, the UWES-9 has good construct validity and use of the 9-item version can be recommended in future research. Moreover, as hypothesized, Structural Equation Modeling showed high rank-order stabilities for the work engagement factors (between 0.82 and 0.86). Accordingly, work engagement seems to be a highly stable indicator of occupational well-being.

Background With the advancement of globalization and technology, remote work has gradually become a feasible and popular work model, particularly with the rapid adoption of working from home driven by the COVID-19 pandemic. This shift not only provides employees with greater flexibility and convenience, potentially enhancing their well-being, but also brings challenges such as blurred boundaries between work and family, and increased social isolation, which can lead to a decline in well-being. Therefore, exploring the dual-edged impact of working from home on employee well-being can help organizations design and implement better policies, enabling employees to balance work and family while improving overall well-being. Methods Using the Job Demands-Resources model, this research develops a moderated dual-mediation model to examine the effects of working from home on employee well-being. Data were collected through an anonymous online survey, resulting in a total of 343 valid responses. Results Our findings reveal that the direct effect of working from home on employee well-being is not statistically significant, however, its influence is multifaceted. Specifically, working from home can negatively impact well-being by exacerbating family-work conflict, while simultaneously promoting well-being by enhancing job engagement. Furthermore, an individual's confidence in managing work and family responsibilities, referred to as \"work-family balance self-efficacy,\" moderates the relationship between working from home and family-work conflict. Conclusions The research findings contribute to advancing theoretical understanding of remote employee management and positive organizational behavior in the digital era. They offer valuable insights for organizations to optimize the management of working from home and support the innovation of human resource management practices in enterprises.

An optimal learning climate is crucial for the quality of residency training and may also improve residents’ well-being and empathy. We investigated the associations of learning climate with residents’ work-related well-being. A multicenter questionnaire study was performed among 271 surgery and gynaecology residents in 21 training programs from September 2012 to February 2013. Residents were asked to complete work-related well-being measurements: work engagement (Utrecht Work Engagement Scale), job and specialty satisfaction (measures from Physician Worklife Study), and physician empathy (Jefferson Scale of Physician Empathy). The Dutch Residency Educational Climate Test was used to evaluate learning climate. Multivariate adjusted linear regression analyses were used to estimate associations of learning climate with work-related well-being measures. Well-being measures were completed by 144 residents (53.1%). Learning climate was evaluated by 193 residents, yielding 9.2 evaluations per training program on average. Overall learning climate score was positively associated with work engagement [regression coefficient b  = 0.58; 95% confidence interval (CI) 0.18–0.98; p  = 0.004] and job satisfaction ( b  = 0.80; 95% CI 0.48–1.13; p  < 0.001). No associations were found between learning climate and empathy and specialty satisfaction. Residents’ work engagement and job satisfaction are positively related to the learning climate and may be further enhanced by improved learning climates of training programs.

The contemporary business environment, characterised by hyper-competition and rapid technological advancement, presents critical challenges for sustaining employee engagement. This study investigates the influence of psychological contract types on innovative work behaviour (IWB) among service sector employees, with leader-member exchange (LMX) and work engagement examined as key motivational mechanisms. Data from 398 respondents, Structural Equation Modelling (SEM) was conducted through SPSS and SmartPLS to test the proposed relationships. The findings confirm that LMX and work engagement significantly mediate the association between psychological contracts and IWB. Anchored in the Job Demand-Resource model, the study highlights the importance of providing organisational resources and leadership support to facilitate workplace innovation. Drawing on the Broaden-and-Build theory, results demonstrate that supportive leadership and meaningful work experiences foster positive emotions, which in turn promote innovative behaviour. The study emphasises that cultivating relational contracts through people-centric policies-such as career development initiatives, skill enhancement, competency building, and job rotation-is critical for sustaining an innovative climate. The research contributes to theory and practice by reinforcing the role of leadership and organisational culture in shaping innovation outcomes. Limitations and directions for future inquiry are outlined, with particular emphasis on examining these dynamics across Asian contexts, including India.

Improving university teamwork performance is essential, especially due to the worldwide pandemic. This study examined a model for enhancing university performance by increasing friendship prevalence, work engagement, and Organizational Citizenship Behavior (OCB) among employees. This study used a quantitative design by distributing online questionnaires to 132 employees of universities in Indonesia. Then, the data were analyzed using Structural Equation Modeling (SEM)-Amos version 23. The study found a significant and positive effect among the variables: 1) Friendship prevalence has a significant positive effect on work engagement and OCB; 2) Work engagement also has a significant positive effect on OCB and team performance; and 3) OCB also has a significant positive effect on team performance. Moreover, the relationships between friendship prevalence and OCB, and friendship prevalence and team performance were mediated by work engagement. However, this study found that OCB could not mediate the relationship between work engagement and team performance. The study indicated that friendship prevalence is the predictor of work engagement. Thus, it is recommended for universities to build and improve good friendship among employees. Poboljšanje timskog rada na sveučilištima od suštinske je važnosti, osobito u vrijeme svjetske pandemije. Cilj ove studije bio je ispitati model za poboljšanje uspješnosti sveučilišta povećanjem prevalencije prijateljstva, radnog angažmana i organizacijskog građanskog ponašanja (OCB) među zaposlenicima. Ova studija koristila je kvantitativni dizajn distribuiranjem online upitnika za 132 zaposlenika sveučilišta u Indoneziji. Zatim su podaci analizirani pomoću strukturnih modela jednadžbi (SEM – Structural Equation Modeling) – Amos verzije 23. Istraživanjem je potvrđen značajan i pozitivan učinak među sljedećim varijablama: 1) Prevalencija prijateljstva ima značajan pozitivan učinak na radnu angažiranost i OCB; 2) Radna angažiranost ima značajan pozitivan učinak na OCB i na uspješnost timskog rada; i 3) OCB ima također značajan pozitivan učinak na timsku izvedbu. Štoviše, odnosi između prevalencije prijateljstva i OCB-a, te prevalencije prijateljstva i uspješnosti timskog rada nastaju posredstvom radnog angažmana. Međutim, ovo istraživanje potvrđuje da OCB ne može posredovati u odnosu između radnog angažmana i uspješnosti timskog rada. Studija je pokazala da je prevalencija prijateljstva prediktor radnog angažmana. Stoga se sveučilištima preporuča graditi i unapređivati dobro prijateljstvo među zaposlenicima.

This study explored the levels of work engagement and identified whether personal and job-related factors influenced the work engagement dimensions of vigor, dedication, and absorption of nurses working in a Saudi hospital. A descriptive, cross-sectional correlational survey of nurses in inpatient wards (general medical, surgical, and specialized wards) and critical care units in a tertiary hospital in Saudi Arabia, using The Utrecht Work Engagement Scale. Using a self-report questionnaire, 426 staff nurses and 34 first-line nurse managers were surveyed. Data collected consisted of selected personal and professional factors, including gender, age, education, current work setting, years of experience, nationality, and participation in committees, and/or work teams alongside the 17-item version of the UWES. The study participants showed high levels of work engagement. Age, years of experience, and participation in committees were significantly associated with work engagement. Nurses who were older, possessed more experience, and participated in committees showed higher levels of engagement. Healthcare organizations and their leaders, policymakers, and strategic planners should create a conducive work environment that supports the work engagement of nurses by considering the influencing antecedents. The nursing profession, patients’ safety issues, and vital economic problems are the fundamental issues facilitated by the creation of practice environments that entirely engage nurses in their work.