Presentation is loading. Please wait.

Presentation is loading. Please wait.

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

Published bySandra Schoolcraft Modified over 9 years ago

Similar presentations

Presentation on theme: "Work engagement Prof. dr. Arnold Bakker June 15, 2011."— Presentation transcript:

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

2 PART 1 Positive Context 2

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 5

6 HIGH ACTIVATION PLEASANT
Excited Agitated Enthusiastic Hostile Irritated Energised 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 PLEASANT
Excited Agitated Enthusiastic Hostile Irritated Energised 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) 7

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

9

10 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)

11 PART 2 Predictors 11

12 Demand-Control model

13 Effort-Reward Imbalance Model
Siegrist (1996)

14 EXERCISE What are your most important Job Demands and Resources? Write down 5 of each 14

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

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

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

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

19

20 Dutch Managers, N=201 .74 .23 -.27 .45 .68 T1 Burnout T2 Burnout 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,

21 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)

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

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

24

25 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

26 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 ,

27 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.

28 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

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

30 Stress resilience as motivator Financial Firm, N=388

31 PART 3 Outcomes 31

32 What are the consequences of engagement? Discuss with your neighbour
EXERCISE What are the consequences of engagement? Discuss with your neighbour 32

33

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

35 Daily Engagement 35

36

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

38

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

40 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)

41 Is engagement contagious?
41

42 Engagement is contagious
Women

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

44 Interaction Work Engagement B Bakker & Xanthopoulou (2009)

45 PART 5 Interventions 45

46 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)

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

48 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

49 Job Crafting Increasing Structural JRs Decreasing JDs Increasing
Social JRs Increasing JDs

50 Job Crafting Scale Increase Job Resources Increase Job Demands
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

51 Job Crafting Decrease Job Demands
I organise my work in such a way to make sure that I do not have to concentrate for too long a period at once

52 Job Crafting Scale - Reliabilities
Increasing Structural Job Resources Increasing Social Job Resources Increasing Job Demands Decreasing Job Demands 375 .82 .77 .75 .79 294 .80 .78 .70 .71 196 .76 .72 Tims, M., Bakker, A.B. & Derks, D. (2010). Measuring Job Crafting Behavior of Employees: The Development and Validity of the Job Crafting Scale .

53 Job Crafting Scale – Validity
Other Ratings Increasing Structural JRs Increasing Social JRs Increasing Job Demands Decreasing Job Demands Job Crafting ++ + Employability

54 Leaders and Followers, N=95
Bakker, Tims & Derks (2010) Increasing JR Increasing JR Increasing JD Proactive Personality Job crafting Work engagement .47 .68 .37 .37 In-role Performance χ2 (31) = 36,39, TLI = .99, RMSEA = .04

55 Daily variance in crafting
Increase Job Resources Between: 57% Within: 43% Increase Job Demands Between: 59% Within: 41% Decrease Job Demands Between: 53% Within: 47% Demerouti (2010)

56 - Antecedents Job Crafting Outcomes + + + Increase Resources
Active Jobs JD x C Increase Demands Work Engagement + - Reduce Demands Demerouti (2010)

57 Interaction (1) Increase Resources Demerouti (2010)

58 Interaction (2) Decrease Demands Demerouti (2010)

59 More on Interventions

60

61 Interventions Level Primary Secondary Person in Organisation
Optimize individual JDs, JRs, and PRs Organisation Optimize JDs and JRs at department or team level

62 Organizational strategies
Work environment Increase job resources Leadership Optimize social climate (crossover) Stimulate transformational leadership Training Increase personal resources Career development Challenging work Schaufeli & Salanova (2007) 62

63 Individual strategies
Generate positive feedback positive upward spiral Goal setting Use of implementation intentions Job Crafting Change job demands and resources Use strengths in a new way Engagement App 63

64 JD-R Monitor Participants: Go to secured website
Fill in a personal code Read Introduction Fill in Questionnaire Receive individual feedback May print personalized report 64

65 Free Template from www.brainybetty.com
4/14/2017 Free Template from 65

66 Free Template from www.brainybetty.com
4/14/2017 Free Template from 66

67 Free Template from www.brainybetty.com
4/14/2017 Free Template from 67

68 Free Template from www.brainybetty.com
4/14/2017 Free Template from 68

69 Work Engagement Model Job Demands Job Resources + Performance Personal
Bakker & Demerouti (2008) Job Demands Job Resources + Work Engagement Performance Personal Resources + + + Job crafting

70 More info:

Download ppt "Work engagement Prof. dr. Arnold Bakker June 15, 2011."

Similar presentations

Health and Safety Executive Health and Work Please feel free to use the information provided in this presentation in your own presentations. Where appropriate,

Health and Safety Executive Health and Work Please feel free to use the information provided in this presentation in your own presentations. Where appropriate,
Stress What it is and how to cope. A definition of “stress” A combination of thoughts and worries that have negative affect on the body’s responses What.

Stress What it is and how to cope. A definition of “stress” A combination of thoughts and worries that have negative affect on the body’s responses What.
Michelle Simpson, PhD, RN, Assistant Professor. To create a work setting that enables nurses and CNAs to deliver the resident centered quality care they.

Michelle Simpson, PhD, RN, Assistant Professor. To create a work setting that enables nurses and CNAs to deliver the resident centered quality care they.
Workplace Stress, Health and Well-being

Workplace Stress, Health and Well-being
Exploring Management Chapter 12 Individual Behavior.

Exploring Management Chapter 12 Individual Behavior.
Nicholas Strong Illinois State University Problem Adolescent work experiences that may be stressful were first examined in detail in the 1980s (e.g., Greenberg.

Nicholas Strong Illinois State University Problem Adolescent work experiences that may be stressful were first examined in detail in the 1980s (e.g., Greenberg.
Everything you wanted to know about well-being tools

Everything you wanted to know about well-being tools
What is Morale and its importance in an organization? Jennifer Xavier.

What is Morale and its importance in an organization? Jennifer Xavier.
WORK ATTITUDES ©Nancy Brown Johnson 2000. JOB SATISFACTION pleasurable feeling perception of fulfillment of job values varies by values varies by employee.

WORK ATTITUDES ©Nancy Brown Johnson JOB SATISFACTION pleasurable feeling perception of fulfillment of job values varies by values varies by employee.
Shaw idea pty ltd new horizon consulting pty ltd ACTU Stress, Workload and Job Control An OHS issue An issue for unions An issue for action.

Shaw idea pty ltd new horizon consulting pty ltd ACTU Stress, Workload and Job Control An OHS issue An issue for unions An issue for action.
Helping Each Other and Our Teams During Times of Change Brandon Sullivan, Ph.D. OHR Employee Engagement Manager March, 2013.

Helping Each Other and Our Teams During Times of Change Brandon Sullivan, Ph.D. OHR Employee Engagement Manager March, 2013.
Stress & Power Stress – Chapter 6

Stress & Power Stress – Chapter 6
Resilience case study - GlaxoSmithKline Karen Crampin Health & Performance Project Leader, GSK.

Resilience case study - GlaxoSmithKline Karen Crampin Health & Performance Project Leader, GSK.
Emotional Journeys: Teacher Resilience Counts Qing Gu Christopher Day.

Emotional Journeys: Teacher Resilience Counts Qing Gu Christopher Day.
LOUISE TOURIGNY PROFESSOR MANAGEMENT DEPARTMENT UNIVERSITY OF WISCONSIN-WHITEWATER SECOND INTERNATIONAL CONFERENCE NURSING AND HEALTHCARE (OMICS) CHICAGO,

LOUISE TOURIGNY PROFESSOR MANAGEMENT DEPARTMENT UNIVERSITY OF WISCONSIN-WHITEWATER SECOND INTERNATIONAL CONFERENCE NURSING AND HEALTHCARE (OMICS) CHICAGO,
Organizations FIGURE 4 - 1: INDIVIDUAL - BEHAVIOR FRAMEWORK

Organizations FIGURE 4 - 1: INDIVIDUAL - BEHAVIOR FRAMEWORK
Stress Management Hemankshu Sawant.

Stress Management Hemankshu Sawant.
Introduction to Industrial/Organizational Psychology by Ronald E

Introduction to Industrial/Organizational Psychology by Ronald E
2 - 1. © 2008 The McGraw-Hill Companies, Inc. All rights reserved 2 - 2ChapterChapter McGraw-Hill/Irwin Personality, Stress, Learning, and Perception.

© 2008 The McGraw-Hill Companies, Inc. All rights reserved 2 - 2ChapterChapter McGraw-Hill/Irwin Personality, Stress, Learning, and Perception.
Working Group Update on Employee Engagement July 2014 A joint effort between the CHCO Council and the National Council on Federal Labor-Management Relations.

Working Group Update on Employee Engagement July 2014 A joint effort between the CHCO Council and the National Council on Federal Labor-Management Relations.

Similar presentations

Ads by Google