stress vs. work engagement
TRANSCRIPT
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Prof. Arnold BakkerErasmus University Rotterdam – Presentatie VAAN Onder Professoren 2018
Job crafting als strategie om goed te functioneren op het werk
Stress vs. Work engagement
PART 1
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Werkdruk Vermoeid
Stress Proces
Werkdruk Vermoeid
Herstel
Stress Proces
3
Werkdruk Vermoeid
Herstel
Werkdruk Vermoeid
Herstel Herstel
Stress Proces
Werkdruk Vermoeid
Herstel
Werkdruk Vermoeid
Herstel Herstel
Stress Proces
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Werkdruk Vermoeid
Herstel
Werkdruk Vermoeid
Herstel Herstel
ChronischVermoeid
Schaufeli & Bakker (2010)
Work Engagement
“A positive, affective-motivational state of fulfillment that is characterized by vigor, dedication, and absorption.”
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HIGH ACTIVATION
LOW ACTIVATION
Pleasant low activation
Unpleasant low activation
Unpleasant high activation
EnthusiasticExcited
HappyEnergised
Agitated
Hostile
Irritated
Angry
PLEASANTUNPLEASANT
Content
Relaxed
Calm
Tranquil
Tense
Dejected
Lethargic
Fatigued
Gloomy
Sad
PleasedENGAGEMENT
Russell & Carroll (1999)
HIGH ACTIVATION
LOW ACTIVATION
Pleasant low activation
Unpleasant low activation
Unpleasant high activation
EnthusiasticExcited
HappyEnergised
Agitated
Hostile
Irritated
Angry
PLEASANTUNPLEASANT
Content
Relaxed
CalmTranquil
Tense
Dejected
Lethargic
Fatigued
Gloomy
Sad
PleasedENGAGEMENT
Bakker & Oerlemans (2011)
SATISFACTION
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JD-R model
PART 2
Performance process
+Performance
Strain
JobDemands
-+
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JD-R Model
+Strain
JobResources
JobDemands
-
Bakker, Demerouti & Euwema (2005); Xanthopoulou et al. (2007)
0
0,2
0,4
0,6
0,8
1
Low Physical Demands High Physical Demands
Low FeedbackHigh Feedback
EXH
AU
STIO
N
Xanthopoulou et al. (2007)
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Job resources refer to those physical, psychological, social, or organizational aspects of the job that are:
• Functional in achieving work goals• Reduce job demands and the associated
physiological and psychological costs• Stimulate personal growth, learning, and
development
Job Resources
Demerouti et al. (2001)
Workload
Emotional Demands
CognitiveDemands
PhysicalDemands
Autonomy
Social Support
Coaching
Feedback
Job Demands and Resources
Etc. Etc.
Role conflict Skill variety
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Finnish Teachers, N = 2038
+ +
Hakanen, Bakker & Schaufeli (2006)
CommitmentEngagementJobResources
JobDemands
+Burnout Health
complaints+
-- -
JD-R Model
+Job
Resources
JobDemands
+
Workengagement
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Job/PersonalResources Engagement
ExhaustionJobDemands
Performance
JD-R model
Bakker & Demerouti (2008, 2014)
Hindrance Demands
Work tasks and conditions that are constraining, and that have the potential to thwart personal growth, learning, and achievement
Crawford, LePine & Rich (2010)
Roleambiguity
ConflictsBureaucracy
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Challenge DemandsWork tasks and conditions that require effort, but through which employees can grow and learn
As such, challenge demands have the potential to promote mastery and competence
Cavanaugh, Boswell, Roehling, & Boudreau (2000)
Complextasks Work
pressure
Workengagement
N=158 Croatian Teachers N=438 occasions
2"
3"
4"
5"
6"
7"
Low"Hindrance"demands"
High"Hindrance"demands"
Low"Job"resources"
High"Job"resources"
Tadic, Bakker & Oerlemans (2014)
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Workengagement
N=158 Croatian Teachers N=438 occasions
2"
3"
4"
5"
6"
7"
Low"Challenge"demands"
High"Challenge"demands"
Low"Job"resources"
High"Job"resources"
Tadic, Bakker & Oerlemans (2014)
Evidence for JD-R model
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Outcomes
PART 3
• Trait Support
• Trait Self-efficacy
• Trait Work Engagement
Xanthopoulou et al. (2008)
Daily engagement flight attendants
SocialSupport
Self-Efficacy
WorkEngagement
Performance
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• Place
• Trait Personal Resources
• Trait Work Engagement
Xanthopoulou et al. (2009)
Greek fast-food restaurants
AutonomyCoaching
Team Climate
Self-efficacyOptimism
Self-esteem
WorkEngagement
FinancialTurnover
Outcomes of Engagement• Better in-role performance• Reduced Absence• Helping behavior• Creativity• Active learning• Client satisfaction• Financial results• Engaged Colleagues
Demerouti & Cropanzano (2010)
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Job/PersonalResources Engagement
ExhaustionJobDemands
Performance
JD-R model
Bakker & Demerouti (2008, 2014)
Job/PersonalResources Engagement
ExhaustionJobDemands
Performance
Crafting
Self-undermining
JD-R model
Bakker & Demerouti (2008, 2014, 2017)
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Interventions
PART 4
• Work environment• Increase job resources, Optimize job demands
• Leadership• Optimize social climate (crossover)• Stimulate transformational leadership
• Training• Increase personal resources, PsyCap
• Career development• Challenging work
Organizational strategies
Schaufeli & Salanova (2007)
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• Recovery• Detachment, relaxation, mastery
• Job Crafting• Change job demands and resources
Individual strategies
• Use strengths in a new way• Identify top 3 strengths, assignments with
follow-up / coaching
Bakker, Oerlemans, & Ten Brummelhuis (2013)
Job crafting
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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
“Self-initiated change behaviors employees engage in with the aim to align their jobs with their own preferences, motives, and passions.”
Tims, M., & Bakker, A.B. (2010). Job crafting: Towards a new model of individual job redesign. South African Journal of Industrial Psychology, 36, 1-9.
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• Volunteering for new project
• Decreasing work pressure
• Asking for help and feedback
• Changing the content of your work
• Approaching/avoiding people
• Looking at work in a new way
Types of crafting
Employees Chemical Plant, N = 288
T2 Job crafting
Δ Workengagement
Δ Job Resources
Tims, M., Bakker, A.B., & Derks, D. (2013). The impact of job crafting on job demands, job resources, and well-being. Journal of Occupational Health Psychology, 18, 230-240.
Δ Jobsatisfaction
.47
.46
.22
TIME 1 TIME 1-3 TIME 1-3
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Tims, Bakker, Derks, & Van Rhenen (2013). Group & Organization Management.
TeamJob crafting
TeamEngagement
TeamPerformance
Team job crafting OHSN = 525, 54 teams
IndividualJob crafting
IndividualEngagement
IndividualPerformance
Leader-member
exchange
Job
crafting
Work
engagementPerformance
Increasing job resources
Increasing job challenges
.51*** .40** .51***
Bakker (2015)
Chilean leaders and followers,
N=202
.24*
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Week 1 Week 2 Week 3 - 5 Week 7-8
Questionnaire Job Crafting training
2.5 hrs
Personal Crafting Plan
3 weeks crafting assignments + weeklyquestionnaire
Questionnaire
Overview Intervention Nurses
Gordon, H., Demerouti, E., LeBlanc, P., Bakker, A.B. et al. (2018).
Content Job Crafting Training
• Background and Goals• The Work environment (JD-R model)
• Exercise: activities, job demands, insightinto job resources
• What is Job Crafting?• Exercise: Rules of the game, Case study
• Personal Crafting Plan• Goal setting for each week
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Intervention
Control
Results Nurses
Intervention
Control
Results Nurses
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Strengths use
PART 7
Character strengths refer to “a natural capacity for behaving, thinking, or feeling in a way that allows optimal functioning and performance in the pursuit of valued outcomes”
Character Strengths
Linley & Harrington (2006; p.88)
Bravery
KindnessCuriosity
Humor
Self-control
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• Strengths are specific virtues that are universally valued, because when engaged, strengths are energizing and allow a person to flourish
• When employees utilize their strengths during work-related activities, they can be authentic and are more likely to reach their goals
Strengths and Strengths Use
Van Woerkom, Oerlemans, & Bakker (2016)
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Expanded JD-R
+Absence
StrengthsUse
Support
WorkPressure
-
EmotionalDemands
+
Accumulated Job demands
Van Woerkom, Bakker, & Nishii (2016)
Absenteeism
0
2
4
6
8
10
Low Workload High Workload
Low Strengths UseSupportHigh Strengths UseSupport
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Accumulated Job demands
Van Woerkom, Bakker, & Nishii (2016)
Absenteeism
0
2
4
6
8
10
Low EmotionalDemands
High EmotionalDemands
Low Strengths UseSupportHigh Strengths UseSupport
Conclusions
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Job/PersonalResources Engagement
ExhaustionJobDemands
Performance
Crafting
Self-undermining
JD-R model
Bakker & Demerouti (2008, 2014, 2017)
Strengths use
https://twitter.com/ProfABBakker
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