{'fraction_non_alphanumeric': 0.015031645569620253, 'fraction_numerical': 0.0, 'mean_word_length': 5.520618556701031, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
The Psychology of Work Engagement

Engagement has continued to develop as a positive construct in organizational psychology. Initially defined as employees’ identification with their work, work engagement became understood as a configuration of vigor, dedication, and absorption that motivates exceptional work performance. Although generally viewed as a positive construct, engagement may have a dark side in giving work excessive importance in employees’ lives. There has been some debate regarding the specific qualities that define engagement and the extent to which engagement is an enduring trait in contrast to a varying response to situational constraints and opportunities. The concerns are reflected in the measures of engagement, the most widely used is the Utrecht Work Engagement Scale (UWES). The Job Demands/Resources Model has structured much of the research work on engagement in recent years, leading to initiatives to enhance engagement by improving the quality and variety of resources available to employees at work. Within this domain, job crafting appears to provide a means through which individuals or groups may broaden their opportunities to participate in engaging activities while reducing the range of drudgery inherent in their work.