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

PART 1 Positive Context 2

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)

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

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

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)

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

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)

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)

PART 2 Predictors 11

Demand-Control model

Effort-Reward Imbalance Model Siegrist (1996)

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

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

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

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

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 .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, 893-917.

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)

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)

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

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

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.

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.

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

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

Stress resilience as motivator Financial Firm, N=388

PART 3 Outcomes 31

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

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

Daily Engagement 35

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

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

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)

Is engagement contagious? 41

Engagement is contagious Women

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

Interaction Work Engagement B Bakker & Xanthopoulou (2009)

PART 5 Interventions 45

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)

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

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

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

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

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

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 .

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

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

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)

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

Interaction (1) Increase Resources Demerouti (2010)

Interaction (2) Decrease Demands Demerouti (2010)

More on Interventions

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

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

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

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

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

More info: www.arnoldbakker.com