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Work engagement is the "harnessing of organization member's selves to their work roles: in engagement, people employ and express themselves physically, cognitively, emotionally and mentally during role performances". [1]: 694 Three aspects of work motivation are cognitive, emotional and physical engagement. [2]
The track of scientific research around employee recognition and motivation was constructed on the foundation of early theories of behavioral science and psychology. [3] The earliest scientific papers on employee recognition have tended to draw upon a combination of needs-based motivation (for example, Hertzberg 1966; Maslow 1943) theories and reinforcement theory (Mainly Pavlov 1902; B.F ...
Psychological well-being (PWB) is defined as "the overall effectiveness of an individual's psychological functioning" as related to primary facets of one's life: work, family, community, etc. [56] There are three defining characteristics of PWB.
Broadly, gainful employment refers to an employment situation where the employee receives steady work, payment from the employer and that allows for self-sufficiency. In psychology, gainful employment is a positive psychology concept that explores the benefits of work and employment.
“Proponents of the well-being perspective argue that the presence of positive emotional states and positive appraisals of the worker and his or her relationships within the workplace accentuate worker performance and quality of life”. [12] A common idea in work environment theories is that demands match or slightly exceed the resources.
Job performance assesses whether a person performs a job well. Job performance, studied academically as part of industrial and organizational psychology, also forms a part of human resources management. Performance is an important criterion for organizational outcomes and success.
Employee motivation is an intrinsic and internal drive to put forth the necessary effort and action towards work-related activities. It has been broadly defined as the "psychological forces that determine the direction of a person's behavior in an organisation, a person's level of effort and a person's level of persistence". [1]
Work groups – Drawing on the sociotechnical theory and team effectiveness literature, some authors argue that key characteristics of work groups (i.e. composition, interdependence, autonomy, and leadership) can influence the work design of individual team members, although it is acknowledged that evidence on this particular topic is limited.