Explore the vast range of titles available.

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.

Mental health nurses (MHNs) often work in challenging work environments that can affect their emotional well-being and job performance. The high work demands, stress, and limited resources could influence MHNs' psychological capital (PsyCap), motivation, and engagement. Therefore, this study aims to explore the relationship between PsyCap and work engagement (WE), with a focus on the mediating role of motivation at work (MAW) among MHNs. This study used a descriptive multivariate correlational design. A convenience sample was used to recruit 210 MHNs from a psychiatric hospital in Saudi Arabia in western region. MHNs completed three validated online questionnaires: the Psychological Capital Questionnaire-Short Version (PCQ-12), the Utrecht Work Engagement Scale (UWES-9), and the Motivation at Work Scale (MAWS). Data were analyzed using R software, performing descriptive and inferential tests and structural equation modeling (SEM). PsyCap showed a positive relationship with MAW (r = 0.67, p < 0.001) and WE (r = 0.67, p < 0.001). MAW was strongly associated with WE (r = 0.87, p < 0.001). SEM revealed that the influence of PsyCap on WE was fully mediated by MAW (direct path ß = 0.00. p = 0.938; indirect ß = 0.74, p < 0.001). The result showed that professional title predicts MAW and WE; age and educational level were predictors of PsyCap. PsyCap contributes to higher levels of WE among MHNs, with MAW playing a central mediating role. These findings highlight the importance of motivation in enabling psychological resources to be translated into WE. Therefore, targeted interventions that focus on enhancing MAW may improve WE, enhance nurse retention, and improve patient outcomes.

This study, which focuses on employees' non-green behavior, corresponds with global interest in green performance. The goal of this study was to examine how green transformational leadership (GTL) affects non-green behavior (NGB) in the hotel industry, with green work engagement (GWE) and green knowledge sharing (GKS) acting as mediators. Data was collected from full-time employees working in five-star hotels operating in Egypt. The PLS-SEM approach was used to analyze 390 valid responses collected by Warppls v.7. The findings revealed that GTL is positively associated with GWE; however, GTL is negatively associated with NGB. In addition, the results revealed that GWE and GKS negatively associated with NGB. Moreover, the negative link between GTL and NGB is found to be mediated by GWE and GKS. Theoretically, screening the literature in the hospitality field revealed that there hasn't been ample research conducted to explain how non-green behaviors might be avoided. The authors' research also reveals a knowledge gap in the mechanisms connecting green transformational leadership, workplace engagement, and knowledge sharing with non-green behavior in hotel businesses. The study shed light on how cutting-edge concepts like green transformational leadership, green work engagement, and knowledge sharing interact to anticipate and reduce non-green behavior in the hotel business. Practically, hotel management should formulate and deliver environmental training programs that would enhance green transformational leadership competencies, get employees committed to paying attention to the involvement in the green processes, and diminish the non-green behavior in hotel enterprises. This study makes a significant theoretical contribution by advancing the understanding of how GTL influences employees' non-green behavior, particularly within the context of five-star hotels in Egypt. By incorporating GKS and GWE as mediators, the study builds on existing leadership and sustainability literature, offering a more nuanced perspective on the mechanisms through which GTL fosters environmentally friendly behaviors. It expands the theoretical framework of GTL by highlighting the importance of knowledge dissemination and engagement in promoting sustainable practices among employees. Additionally, the study enriches the understanding of non-green behavior by linking it to green leadership and work engagement.

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.

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.

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.

Purpose This study explored the effects of teachers’ perceived workload on their work engagement in Chinese primary and secondary schools using a person-centered approach. The aim was to investigate the relationship and the mediating roles of challenge and hindrance stress. Methods A total of 40,712 primary and secondary school teachers from China participated in this study. Participants were asked to rate their perceived workload across five major educational and teaching tasks. To assess their work engagement and challenge-hindrance stress, the Utrecht Work Engagement Scale and the Challenge-Hindrance Stressors Scale were employed. Latent Class Analysis (LCA) was conducted to classify the distinct workload categories. Subsequently, relative mediation analysis was performed to examine the relationships between perceived workload, work engagement, and the mediating roles of challenge and hindrance stress. The data analysis was carried out using Mplus 8.3, SPSS 26.0, and the PROCESS macro (version 3.3). Results The LCA identified five different classes of workload: low, relatively low, average, relatively high, and high, corresponding to different levels of teachers' perceived workload. There was a negative correlation between perceived workload and work engagement. Challenge stress positively mediated this relationship by increasing teachers’ work engagement, whereas hindrance stress negatively mediated the relationship by decreasing work engagement. Conclusion The study reveals a complex interplay between teachers’ perceived workload and work engagement, with challenge and hindrance stress acting as mediators. These findings offer insights for developing targeted intervention strategies to improve teacher well-being and performance.