Arnold Bakker and Wido G.M. Oerlemans (2012)
Chapter in K. Cameron & G. Spreitzer, Handbook of Positive Organizational Scholarship, Oxford University press
There are at least four reasons why engaged workers perform better than nonengaged worker. First, engaged employees often experience active, positive emotions, including joy and enthusiasm. These positive emotions seems to broaden people’s thought-action repertoire, implying that they constantly work on their personal resources.
Second, engaged workers experience better health. This means that they can focus and dedicate all their energy resources to their work. Third, engaged employees create their own job and personal resources. If needed, they ask for performance feedback or they ask colleagues for help. Finally, engaged workers transfer their engagement to others in their immediate environment. Since in most organizations performance is the result of collaborative effort, the engagement of one person may transfer to others and indirectly improve team performance.