1. Employee Work Engagement and Job Performace
Demerouti, E., & Cropanzano, R.

2. Job Performance What is job performance? Outcome of performance
Process of performance
In-role performance
Extra-role performance

3. How are constructs similiar to engagement related to performance?
Job satisfaction
Burn out

4. Job Satisfaction and Job Performance
Crockett (1955) : .15
Vroom (1964): .14
Muchinsky (1985): .17
Judge, Thoresen, Bono & Patton (2001): .30
Overall performance Wright ( 2005): .30s

5. Job Satisfaction and Job Performance
Judge et al. ( 2001)
Model 1: Job satisfaction causes performance
Model 2: Performance causes job satisfaction
Model 3: Job satisfaction and performance are reciprocally related
Model 4: Job satisfaction and performance are both caused by a third variable or variables
Model 5: The relationship between job satisfaction and job performance is moderated by a third variable or variables
Model 6: No relationship
Model 7: Affect causes job satisfaction – job satisfaction causes affect

6. Burn out and conservation of resource model
Conservation of resources theorhy
Potential resources that can benefit an individual
They help to come with demands
Social support
Autonomy
Involvement in decision making
Stress arouses when there is a loss of one’s resources or threat or loss or when one’s resources are insufficient to cope with demads |

7. Early applications of the conservation of resources model to burn out
Conservation of resources theory
Longitudinal study by Wright and Bonett (1997). They measured burn dimensions
Emotional exhaustion
Depersonalization
Diminished personal accomplishment
Two years later they collected performance ratings
Emotional exhaustion and performance was r. -31.
EE also predicted voluntary turnover .34 a year later but not job satisfaction -.05

8. How and why is engagement related to performance?
The Schaufeli and Bakker (2004) three component model of engagement
Schaufel, Tarris and Bakker (2006) examined the relationship between trait work engagement and job performance
Work engagement and inrole performance .37
Work engagement and extra role performance .32
Work engagement and Innovativeness .37

9. How and why is engagement related to performance?
Work engagement in the context of education
Schaufeli et al. (2002) showed that engaged students are more likely to pass their exams during the subsequent semester.
Ratio of exams passed relative to total number of exams taken
Ratio was higher who reported vigor
Sample – Dutch, Portuguese and Spanish students

10. The job demands- resources model
Job resources
Oldenburg Burn Out Inventory conceptualized two-dimension of burn out
1st dimension
Exhaustion – Vigor
2 nd dimension
Disengagement – Engagement
The scale also assess work engagement

11. The job demands- resources model
Bakker, Demerouti and Verbeke (2004) used JD-R model to examine the relationship between job characteristics, burn out and peer ratings of performance.
Job demands ( work pressure and emotional demands) were the most important antecedents of exhaustion.
Exhaustion in turn predicted in-role performance
Job resources ( autonomy and social support) were the most important predictors of disengagement.|

12. Outcomes of state work engagement
Sonnentag (2003) examined whether day level SWE was related to day level proactive behaviour
During days employees experienced high level of SWE they also reported high levels of personal initiative and learning behaviour.
Bakker and Bal (in press)
Week level SWE predicted week-level job performance
Xanthoupoulou (2009)
Fast food company workers
Day level job resources had an effect on SWE via day level personal resources
Day level SWE predicted day level financial returns.

13. Comparing the COR model to JD-R model
Both theories allow for an indirect path from emotional exhaustion to OCB – the effect is partially mediated by disengagement.
Both agree that disengagement is not directly related to in-role performance
Both frameworks acknowledge that physical exhaustion can lower effective work behaviors

14. Comparing the COR model to JD-R model
Two theories think about OCB in differently
COR
OCB-O
OCB-I
JD_R
OCB

15. The happy/productive worker thesis
Among human service workers employee- related well-being predicted supervisory ratings of job performance ( Wright, Bonett, & Sweeney, 1993).
The relationship was r= .42
Longitudinal studies had the same results ( Cropanzano & Wright, 1999).

16. The predictive value of well-being beyond job satisfaction
Wright( 2005) argued that well-being is a better predictor of performance than job satisfaction.
Cropanzano (2000) used both satisfaction and well-being to predict performance in two field studies
Well being was significant in both samples
Job satisfaction was not significant
Happiness – defined as well- being predicts job performance
It does so better than job satisfaction

17. The predictive value of well-being beyond emotional exhaustion
Well-being ( r= + .48) but not emotional exhaustion (r= - .12) predicted performance (Wright & Bonett, 1997).

18. The broaden and built model
Positive emotions – joy, interest and contentment broaden people’s thought- action repertoires and build their personal resources.
Joy broadens resources by creating the urge to play and to be creative.
Interest – desire to explore assimilate new information

19. The broaden and built model
Positive emotions encourage
Employee development
Learning new skills and forming closer relatiosnhips, reasonable level of risk taking and constructive responses to negative feedback ( Wright, 2005 & Wright & Cropanzano, 2007).
Positive emotion also facilitates the use cooperative interpersonal tactics and reduces workplace conflict ( Barsade, Ward, Turnover, Sonnefeld, 2000).

20. The broaden and built model
How broaden- and –build effect will manifest itself in enhanced job performance
Accumulation of resources
Fredrickson and Losada (2005) showed that when the ratio of managers’ positive to negative emotions are high – they ask more questions during meetings, their questioning is broader ( implying better performance).

21. The broaden and built model
How broaden- and –build effect will manifest itself in enhanced job performance
Accumulation of resources
Fredrickson and Losada (2005) showed that when the ratio of managers’ positive to negative emotions are high – they ask more questions during meetings, their questioning is broader ( implying better performance).