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June 15, 2011

June 15, 2011. Work engagement. Prof. dr. Arnold Bakker. PART 1. Positive Context. Positive Organizational Behavior. The study and application of positively oriented human resource strengths

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June 15, 2011

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  1. June 15, 2011 Work engagement Prof. dr. Arnold Bakker

  2. PART 1 Positive Context

  3. Positive Organizational Behavior The study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today’s workplace Luthans (2003)

  4. Work Engagement “A positive, affective-motivational state of fulfillment that is characterized by vigor, dedication, and absorption.” Schaufeli & Bakker (2003, 2004, 2010)

  5. Utrecht Work Engagement Scale Schaufeli & Bakker (2003) • Vigor • At my work, I feel bursting with energy • At my job, I feel strong and vigorous • Dedication • To me, my job is challenging • I am enthusiastic about my job • Absorption • When I am working, I forget everything else around me • I am completely immersed in my work

  6. HIGH ACTIVATION Excited Agitated Enthusiastic Hostile Energised Irritated Unpleasant high activation ENGAGEMENT Angry Happy Tense Pleased PLEASANT UNPLEASANT Dejected Content Unpleasant low activation Pleasant low activation Lethargic Relaxed Fatigued Calm Gloomy Tranquil Sad LOW ACTIVATION Russell & Carroll (1999)

  7. HIGH ACTIVATION Excited Agitated Enthusiastic Hostile Energised Irritated Unpleasant high activation ENGAGEMENT Angry Happy Tense Pleased PLEASANT UNPLEASANT BURNOUT Dejected Content Unpleasant low activation Pleasant low activation Lethargic Relaxed Fatigued Calm Gloomy Tranquil Sad LOW ACTIVATION Bakker & Oerlemans (2011)

  8. HIGH ACTIVATION Excited Agitated Enthusiastic Hostile Energised Irritated Unpleasant high activation WORKAHOLISM ENGAGEMENT Angry Happy Tense Pleased PLEASANT UNPLEASANT SATISFACTION BURNOUT Dejected Content Unpleasant low activation Pleasant low activation Lethargic Relaxed Fatigued Calm Gloomy Tranquil Sad LOW ACTIVATION Bakker & Oerlemans (2011)

  9. Engaged Employees • Take personal initiative • Generate their own positive feedback • Are also engaged outside their work • Are tired in a different way • Also want to do other things than working Schaufeli et al. (2001)

  10. PART 2 Predictors

  11. Demand-Control model

  12. Effort-Reward Imbalance Model Siegrist (1996)

  13. What are your most important Job Demands and Resources?Write down 5 of each EXERCISE

  14. Many Demands and Resources Etc. Etc. Physical Demands Feedback Mental Demands Coaching Emotional Demands Social Support Workload Autonomy

  15. JD-R Model of Engagement Bakker & Demerouti (2008) Job Demands Job Resources + Performance Work Engagement Personal Resources + + +

  16. Technicians, N=163 18-month follow-up Time 1 Time 2 Job Resources Job Resources Personal Resources .21 Personal Resources Xanthopoulou et al. (2009 - JVB) CAUSAL EFFECTS .33 Work Engagement .22 Work Engagement

  17. Technicians, N=163 18-month follow-up Time 1 Time 2 Job Resources Job Resources .18 Personal Resources .30 Personal Resources Xanthopoulou et al. (2009 - JVB) REVERSED CAUSAL EFFECTS .22 Work Engagement Work Engagement

  18. Dutch Managers, N=201 T1 Burnout T2 Burnout .74 Δ Job Demands .23 -.27 -.79 -.72 -.58 Δ Job Resources .45 T1 Engagement T2 Engagement .68 Schaufeli, W.B., Bakker, A.B., & Van Rhenen, W. (2009). How changes in job demands and resources predict burnout, work engagement, and sickness absenteeism. Journal of Organizational Behavior, 30, 893-917.

  19. Finnish Dentists, N=2555 Job Demands Burnout Depressive Symptoms .23 .16 -.05 - - - -.05 Job Resources Work Engagement Organizational Commitment .08 .23 Hakanen, Schaufeli & Ahola (2008)

  20. Belgian employees, N=745 Job Demands Exhaustion .62 -.15 -.32 Need Satisfaction -.11 .86 .31 Job Resources Vigor .34 Van den Broeck et al. (2008)

  21. Interactions in JD-R model BURNOUT WORK ENGAGEMENT HIGH JOB DEMANDS APATHY BOREDOM LOW LOW HIGH JOB RESOURCES

  22. Resources work when needed Finnish Dentists, N=1919 Hakanen, J.J., Bakker, A.B., & Demerouti, E. (2005). How dentists cope with their job demands and stay engaged: The moderating role of job resources. European Journal of Oral Sciences

  23. Resources work when needed Finnish Teachers, N=805 Bakker, A.B., Hakanen, J.J., Demerouti, E., & Xanthopoulou, D. (2007). Job resources boost work engagement, particularly when job demands are high. Journal of Educational Psychology, 99 , 274-284.

  24. Resources work when needed Dutch Employees, N=12,000 Bakker, A., Van Veldhoven, M.J.P.M., & Xanthopoulou, D. (2010). Beyond the demand-control model: Thriving on high job demands and resources. Journal of Personnel Psychology, 9, 3-16.

  25. Personal Resources “aspects of the self that refer to individuals’ sense of their ability to control and impact upon their environment successfully” (Hobfoll et al., 2003) Self-efficacy Resilience Optimism Self-esteem

  26. Personal Resources Personal resources are important because they protect against negative stress, may promote health, and can be used to cope with stressful situations

  27. Stress resilience as motivatorFinancial Firm, N=388

  28. PART 3 Outcomes

  29. What are the consequences of engagement?Discuss with your neighbour EXERCISE

  30. Outcomes of Engagement • Better performance • Reduced Absence • Reduced Personnel Turnover • Higher productivity • Client satisfaction • Engaged Colleagues Demerouti & Cropanzano (2010)

  31. Daily Engagement

  32. Daily engagement flight attendants • Trait Support • Trait Self-efficacy • Trait Work Engagement Self- Efficacy Performance Social Support Work Engagement Xanthopoulou et al. (2008, JOHP)

  33. Greek fast-food restaurants • Branch • Trait Personal Resources • Trait Work Engagement Personal Resources Financial Turnover Job Resources Work Engagement Xanthopoulou et al. (2009, JOOP)

  34. Greek fast-food restaurants • Branch • Trait Personal Resources • Trait Work Engagement Self-efficacy Optimism Self-esteem Financial Turnover Autonomy Coaching Team Climate Work Engagement Xanthopoulou et al. (2009, JOOP)

  35. Is engagement contagious?

  36. Engagement is contagious Women

  37. Results Trait Extraversion B Trait Extraversion A + + Frequency Daily Communic Daily Engagement A Daily Engagement B Daily Performance B + + Bakker & Xanthopoulou (2009)

  38. Interaction Work Engagement B Bakker & Xanthopoulou (2009)

  39. PART 5 Interventions

  40. Job Crafting • Employees may actively change the design of their jobs by choosing tasks, negotiating different job content, and assigning meaning to their tasks or jobs Parker & Ohly (2008)

  41. Job Crafting • Job crafting is defined as the physical and cognitive changes individuals make in their task or relational boundaries • Wrzesniewski & Dutton (2001)

  42. Job Crafting • Job crafting is defined as the changes individuals make in their job demands and job resources • Tims & Bakker (in press, South African Journal of Industrial Psychology

  43. Job Crafting Increasing Structural JRs Increasing Social JRs Decreasing JDs Increasing JDs

  44. Job Crafting Scale • Increase Job Resources • I ask my supervisor to coach me • I ask others for feedback on my job performance • Increase Job Demands • When an interesting project comes along, I offer myself proactively as project co-worker

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