Daily self-management and employee work engagement

Kimberley BREEVAART, Arnold B. BAKKER, Evangelia DEMEROUTI

Research output: Journal PublicationsJournal Article (refereed)peer-review

101 Citations (Scopus)


The present study adopts a bottom-up approach to work engagement by examining how self-management is related to employees' work engagement on a daily basis. Specifically, we hypothesized that on days that employees use more self-management strategies, they report higher resources at work and in turn, are more vigorous, dedicated, and absorbed in their work (i.e., engaged) on these days. We tested this hypothesis in a sample of 72 maternity nurses who filled out an online diary for 5. days (N= 360 data points). In line with our hypotheses, results of multilevel structural equation modeling analyses showed that daily self-management was positively related to the resourcefulness of the daily work environment (i.e., more skill variety, feedback, and developmental opportunities) and consequently, to employees' daily work engagement. However, contrary to our expectations, the measurement model showed that two of the five included self-management strategies (i.e., self-reward and self-punishment) loaded onto a separate factor and were unrelated to all job resources. The findings contribute to our understanding of employees' role in regulating their own daily work engagement.
Original languageEnglish
Pages (from-to)31-38
Number of pages8
JournalJournal of Vocational Behavior
Issue number1
Early online date15 Nov 2013
Publication statusPublished - Feb 2014


  • Diary study
  • Employee engagement
  • Job resources
  • Self-management
  • Work engagement


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