This study began with the premise that people can use varying degrees of their selves, physically, cognitively, and emotionally, in work role performances, which has implications for both their wor...

https://www.jstor.org/stable/pdfplus/256287.pdf

Psychological Conditions of Personal Engagement and Disengagement at Work

We introduce social networks theory and methods as a way of understanding mentoring in the current career context. We iirst introduce a typology of “developmental networks” using core concepts from social networks theory—network diversity and tie strength—to view mentoring as a multiple relationship phenomenon. We then propose a framework illustrating factors that shape developmental network structures and offer propositions focusing on the developmental consequences for individuals having different types of developmental networks in their careers. We conclude with strategies both for testing our propositions and for researching multiple developmental relationships further.

Reconceptualizing Mentoring at Work: A Developmental Network Perspective

CARVALHO, L. L. P. Lévinas, Blanchot: The genre of Philosophy. 2019. Thesis (Doctorate Degree) – Faculdade de Filosofia, Letras e Ciências Humanas. Departamento de Filosofia, Universidade de São Paulo, São Paulo, 2019. Our work has, although indirectly, plural intentions, being the most evident of them, to approach the intellectual relation established between Emmanuel Lévinas and Maurice Blanchot. This relationship has, as a subsidy for its development, the fields of philosophy and literature, which will be approached from the peculiar perspectives of Blanchot. Moreover, we use the concept of community as conceived by Blanchot as the articulating axis of his thought, which is highlighted in relation to other relevant themes primarily the concept of outside and neutral, indispensable for understanding Blanchetian thinking and has a conception related to the themes studied by Lévinas. Keyords: Blanchot, Lévinas, Philosophy, Literature, Community

/pdf/faculdade-de-filosofia-letras-e-ciencias-humanas-1cliwu4789.pdf

Faculdade de filosofia, letras e ciências humanas departamento de filosofia programa de pós-graduação em filosofia

/pdf/employee-engagement-construct-and-instrument-validation-1u3fb8wp47.pdf

Employee Engagement Construct and Instrument Validation

This study was designed to examine affective leader behaviours, and their impact on cognitive, affective and behavioural engagement. Researchers (e.g., Cropanzano & Mitchell, 2005; Moorman et al., 1998) have called for more research to be directed toward modelling and testing sets of relationships which better approximate the complexity associated with contemporary organisational experience. This research has attempted to do this by clarifying and defining the construct of engagement, and then by examining how each of the engagement dimensions are impacted by affective leader behaviours. 
Specifically, a model was tested that identifies leader behaviour antecedents of cognitive, affective and behavioural engagement. Data was collected from five public-sector organisations. Structural equation modelling was used to identify the relationships between the engagement dimensions and leader behaviours. The results suggested that affective leader behaviours had a substantial direct impact on cognitive engagement, which in turn influenced affective engagement, which then influenced intent to stay and extra-role performance. The results indicated a directional process for engagement, but particularly highlighted the significant impact of affective leader behaviours as an antecedent to engagement. 
In general terms, the findings will provide a platform from which to develop a robust measure of engagement, and will be helpful to human resource practitioners interested in understanding the directional process of engagement and the importance of affective leadership as an antecedent to engagement.

Employee engagement : the development of a three dimensional model of engagement; and an exploration of its relationship with affective leader behaviours

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