modeling employee engagement (a ph.d. dissertation summary)

Professional Development Network Meeting

CHRIS MASON, PH.D.MARCH 20, 2012

CHRIS MASON ALL RIGHTS RESERVED*PULLING BACK THE CURTAIN: Modeling the Motivational Process Underlying Employee Engagement

2012 Chris Mason All Rights Reserved

Primary ArgumentsResearch ContributionsEmployee Engagement is a relevant concept.Today, there is agreement on the factors related to employee engagement; but significant disagreement about how to define engagement.Identifying sources of the confusion will set the stage for a more useful engagement definition.Engagement is linked to work motivation.Drawing on models of work motivation will set the stage for a more useful engagement model.

Identify the primary sources of confusion surrounding engagement and summarize current areas of agreement.Describe and define two possible forms of employee engagement.Present a new theoretical model of the employee engagement process drawing from models of work motivation.Empirically test components of the new employee engagement model. *Research Overview 2012 Chris Mason All Rights Reserved


Extant Uses of the Engagement Concept*Within Employee Engagement Surveys:Engagement surveys have been shown repeatedly to be effective predictors of job performance and other important organizational outcomes (Harter & Schmidt, 2008; Macey & Schneider, 2008; Wellins, Bernthal, & Phelps, 2005).As a Predictor of Important Organizational Outcomes:Gallup found median differences between top-quartile and bottom-quartile units (on engagement scores) of: 12% in customer ratings, 16% in profitability, 18% in productivity, 49% in safety incidents, 27% in shrink, 37% in absenteeism, and 60% in quality (Harter, Schmidt, Killham, & Agrawal, 2009).As a Replacement for Job Satisfaction:If there is agreement about the construct today, it resides in the axiom that engagement is not job satisfaction (Hallberg & Schaufeli, 2006; 2002; Kahn, 1990; Macey & Schneider, 2008; Maslach, Schaufeli, & Leiter, 2001; Schaufeli, Salanova, Gonzalez-Roma, & Bakker, 2002) . 2012 Chris Mason All Rights Reserved


Pay & BenefitsRewards & RecognitionAdvancement OpportunitiesVariety of Work TasksMeaningfulness of WorkBelief in Future of OrganizationBelief in Org. Goals/ValuesCommunicationGoal SettingRole ClarityInformal Feedback / CoachingFormal Performance ReviewsLeadership VisionLeadership SupportTeam Member SupportAvailably of Tools & ResourcesPhysical SafetyEmpowerment / AutonomyTraining & DevelopmentTrust in Management

DiscretionaryEffortThe Black Box of Employee Engagement*PerformanceE 2012 Chris Mason All Rights Reserved


Definitions of Engagement in the Literature* 2012 Chris Mason All Rights Reserved

Term UsedDefinition (in quotes) or SummarizationSourcePersonal EngagementPersonal Engagement is the simultaneous employment and expression of a persons preferred self in task behaviors that promote connections to work and to others, personal presence (physical, cognitive, and emotional) and active, full performances (p. 700).(Kahn, 1990)Job EngagementAn energetic state of involvement with personally fulfilling activities that enhance ones sense of professional efficacy (p. 498)(Maslach & Leiter, 2008)Role Engagement(Engagement) has two critical components attention and absorption in a role both of which are motivational.(Rothbard, 2001)Work EngagementA positive, fulfilling, work-related state of mind, characterized by vigor, dedication, and absorption (p. 74).(Schaufeli et al., 2002)Employee EngagementEngagement is described as a meta construct combining Job satisfaction, Organizational commitment, job involvement, and psychological empowerment.(Macey & Schneider, 2008)Employee EngagementEmployee Engagement is the behavioral provision of personal resources time and energy into ones work role, and it can be specified as the higher order construct indicated by dependable covariation among several, valued work behaviors (p. 34).(Newman & Harrison, 2008)Employee EngagementState Engagement, with its strong affective component including positive affect, energy, absorption, and passion, can be viewed as similar to the idea of collective mood or group affective tone.(Pugh & Dietz, 2008)Employee EngagementEngagement is a cognitive-affective construct involving the self-regulation of attention directed toward work tasks; with considerable day-to-day, and hour-to-hour within person variability in task absorption and energy.(Dalal, Brummel, Wee, & Thomas, 2008)Employee EngagementThe employee engagement concept (is) some combination (of) affective commitment (pride in the organization), continuance commitment (intentions to remain with the organization), and discretionary effort (p. 57).(Masson, Royal, Agnew, & Fine, 2008)


Applied Definitions of Engagement* 2012 Chris Mason All Rights Reserved

Term UsedDefinition (in quotes) or SummarizationSourceEmployee EngagementAn engaged workforce is one in which employees possess a strong sense of organizational pride, proactively recommend their organization as a good place to work and are committed to staying with their employer given their high level of overall satisfaction (p. 1).Kenexa (Wiley, 2010)EngagementEngaged employees are psychologically committed to their work, go above and beyond their basic job expectations, and want to play a key role in fulfilling the mission of their organizations (p. 1).Gallup (Blizzard, 2004)Employee EngagementThe extent to which people value, enjoy, and believe in what they do (p. 1).DDI (Wellins , Bernthal, & Phelps, 2005)EngagementEngagement is defined as the degree of employees willingness and ability to contribute to company success. Or as the extent to which employees put discretionary effort into their work, in the form of extra time, brainpower and energy (p. 3).Towers Perrin (2003) (now Towers Watson)Purposeful EngagementThe extent to which employees commit to something or someone in their organization, how hard employees work, and how long they stay as a result of that commitment (p. 14).Corporate Leadership Council (Ward, 2005)


Academic Engagement Measures * 2012 Chris Mason All Rights Reserved

MeasureItemsSourceUltrecht Work Engagement Scale Vigor At work, I feel full of energy.In my job, I feel strong and vigorous.When I get up in the morning, I feel like going to work.I can continue working for very long periods at a time.In my job, I am mentally very resilient.At work, I always persevere, even when things do not go well.

Dedication I find the work that I do full of meaning and purpose.I am enthusiastic about my job.My job inspires me.I am proud of the work I do.I find my job challenging.

Absorption Time flies when Im working.When I am working, I forget everything else around me.I feel happy when I am working intensely.I am immersed in my work.I get carried away when Im working.6. It is difficult to detach myself from my job. (Salanova, Agut, & Peiro, 2005)


Applied Engagement Measures* 2012 Chris Mason All Rights Reserved

MeasureItemsSourceKenexa Engagement IndexI am proud to tell people I work for my company. Overall, I am extremely satisfied with my company as a place to work. I would recommend this place to others as a good place to work. I rarely think about looking for a new job with another company. (Wiley, 2010)Corporate Leadership Council (CLC) Engagement IndexI believe in what I do every day at workI enjoy working with my teamWhen speaking to others, I speak highly of my supervisorI am proud to work for my organizationThe best way for me to develop my skills in my organization right now is to stay with my current teamThe best way for me to advance in this organization is to stay with my current supervisorThe best way for me to advance my career is to stay with my current organizationMy performance would suffer if I worked with any other team in my organization(Ward, 2005)Galup Q12TMI know what is expected of me at work.I have the materials and equipment I need to do my work right.At work, I have the opportunity to do what I do best every day.In the last seven days, I have received recognition or praise for doing good work.My supervisor, or someone at work, seems to care about me as a person.There is someone at work who encourages my development.At work, my opinions seem to count.The mission/purpose of my company makes me feel my job is important.My associates (fellow employees) are committed to doing quality work.I have a best friend at work.In the last six months, someone at work has talked to me about my progress.This last year, I have had opportunities at work to learn and grow.(Avery et al., 2007)


4 Sources of the Confusion* 2012 Chris Mason All Rights Reserved

SourceKey QuestionOptionsNatureHow should we operationalize engagement in general as a psychological construct? Affect Behavior CognitionVariabilityWhat is its expected within-person variability of engagement? Mood (hours days) State (weeks months) Trait (years lifetime)TargetWith whom or what is the worker engaging? Task Role Job CareerLevelAt what level of analysis does engagement emerge and operate? Individual Team Department Company


An Analysis of Engagement Definitions* 2012 Chris Mason All Rights Reserved


How long does engagement last?*Which of the following is an example of a worker disengaging from his/her job?

A worker leaves the office for an hour-long lunch break.A worker sets a frustrating task aside for a few hours and plans to come back to it later.A worker takes a week-long vacation in Maui.A worker ceases to care about performing well in his job and does the bare minimum to get by for several months. 2012 Chris Mason All Rights Reserved


Multiple forms of Employee Engagement*Task Engagement: Energy directed at completing a specific task. Moment-to-moment (minutes to hours) Tasks to task Results in task performanceJob Engagement: Energy directed at sustaining job performance. Ongoing (weeks to years) Project to project Results in job performance 2012 Chris Mason All Rights Reserved


Linking Engagement to Work Motivation*Work Motivation: A set of energetic forces that originate both within as well as beyond an individuals being, to initiate work-related behavior and to determine its form, direction, intensity, and duration. (Pinder, 1998, p. 11) 2012 Chris Mason All Rights Reserved

Term UsedDefinition (in quotes) or SummarizationSourceJob EngagementAn energetic state of involvement with personally fulfilling activities that enhance ones sense of professional efficacy(Maslach & Leiter, 2008)Role Engagement(Engagement) has two critical components attention and absorption in a role both of which are motivational.(Rothbard, 2001)Work EngagementA positive, fulfilling, work-related state of mind, characterized by vigor, dedication, and absorption(Schaufeli et al., 2002)Employee EngagementEmployee Engagement is the behavioral provision of personal resources time and energy into ones work role(Newman & Harrison, 2008)Employee EngagementState Engagement, with its strong affective component including positive affect, energy, absorption, and passion(Pugh & Dietz, 2008)Employee EngagementEngagement is a cognitive-affective construct involving the self-regulation of attention directed toward work tasks; with considerable day-to-day, and hour-to-hour within person variability in task absorption and energy(Dalal, Brummel, Wee, & Thomas, 2008)EngagementEngaged employees are psychologically committed to their work, go above and beyond their basic job expectations, and want to play a key role in fulfilling the mission of their organizationsGallup (Blizzard, 2004)EngagementEngagement is defined as the degree of employees willingness and ability to contribute to company success...Towers Perrin (2003)


New Employee Engagement Definitions*Task Engagement: A short-term motivational process resulting in effort directed at completing a task and characterized by a sense of energy, dedication, and absorption.

Job Engagement:An ongoing cognitive-evaluative state of motivation to perform a job and characterized by a continual willingness to expend effort in the service of sustaining job performance. 2012 Chris Mason All Rights Reserved


Contributions from Motivation ResearchVIE Theory (Vroom, 1964)Separating Expectancy from Instrumentality.Outlining the foundational components of motivation:1) identify a valued outcome 2) identify actions that will obtain that outcome3) believe one is capable of carrying out those actions4) trust that environmental conditions will support his or her efforts Goal Setting Theory (Locke & Latham, 1990; 2002)Incorporating the concept of self-efficacy.The importance of feedback in sustaining motivation. Perceptual Control Theory (Powers, 1973; Carver & Scheier, 1998)The function of negative feedback loops.The concept of higher-order goals.

* 2012 Chris Mason All Rights Reserved


(1)Do I want to perform inmy job?

No(2)Can I identifytasksto do?(3)Do I believe I can do thosetasks?(4)Then I am motivated to tryto do the tasks.PersonWork Environment(5) Worker expends effort on tasks(Task Engagement).(6)Did I completed The tasks?YesYesYes; continue cycleWhy try again if I am not able to be successful?No, I was unable to complete the tasksJob EngagementWhy try again if I do not know if I am successful?No, I did not receiveany feedbackWhy would it be worth the effort?How can I try if I do not know what to do?NoNoWhy try if I have no chance of success ?Conceptual Model of Job EngagementYes 2012 Chris Mason All Rights Reserved


(1)Do I want to perform inmy job?

(2)Can I identifytasksto do?(3)Do I believe I can do thosetasks?(4)Then I am motivated to tryto do the tasks.PersonWork Environment(6)Did I completed The tasks?YesYesYes; continue cycleJob EngagementConceptual Model of Job EngagementYes(2)Task Goal Identification

(1)Goal Commitment to Job Performance (4)Task Motivation(5)Task Engagement(6)Evaluation ofGoal Achievement

(3)Task Efficacy(5) Worker expends effort on tasks(Task Engagement). 2012 Chris Mason All Rights Reserved


Full Theoretical Model of Job EngagementFactor 3: EnablersLeadership VisionLeadership SupportTeam Member SupportPhysical Safety

Trust in ManagementPsychological SafetyPsychological Empowerment

Availably of Tools & Resources Training & DevelopmentOutcomes-Job Satisfaction

-Job Performance -Advocacy-Customer Service

PersonWork EnvironmentJob EngagementPersonWork EnvironmentFactor 1: IncentivesPay & BenefitsAdvancement OpportunitiesRewards & RecognitionJob Characteristics

Job InvolvementOrg. CommitmentMeaningfulness of WorkBelief in Future of Org.Belief in Org. Goals/ValuesInput 1Factor 2: DirectivesCommunicationGoal Setting

Role Clarity

Input 2(2)Task Goal Identification

(1)Goal Commitment to Job Performance (4)Task Motivation(5)Task EngagementInput 4(3)Task Efficacy(6)Evaluation ofGoal Achievement

Input 3Factor 4: FeedbackInformal FeedbackPerformance Reviews



Research Study * 2012 Chris Mason All Rights Reserved


Study Hypotheses* 2012 Chris Mason All Rights Reserved


Research Method Data Set22,448 engagement survey responses were collected during March of 2008 at a Fortune 500 company with employees located across the United States and Canada.

Data Demographics:Sex55.3% were male44.7% were female

Ethnicity65.2% White11.6% Hispanic/Latino10.2% Black/African American7.5% unknown4.2% Asian 0.6% Two or More Races0.6% American Indian or Alaskan Native0.2% Native Hawaiian or Pacific Islander*Age:29.7% under age 2527.2% between 25 and 3520.3% between 36 and 45 15.4% between 46 and 557.4% over the age of 55 2012 Chris Mason All Rights Reserved


Research Method MeasuresIncentives was measured by eight items (e.g., I am proud to work for this company ). Cronbachs alpha for the scores on this scale measured .88, n = 19150.Directives was measured by three items (e.g., I feel well informed about what is expected in my job ). Cronbachs alpha on this scale measured .84, n = 19150.Personal Enablers was measured by five items (e.g., I have the training I need to do my job effectively ). Cronbachs alpha on this scale measured .85, n = 19150.Managerial Enablers was measured by four items (e.g., My manager treats me with respect and dignity ). Cronbachs alpha for the scores on this scale measured .93, n = 19150.Team Enablers was measured by five items (e.g., There is a strong sense of teamwork among the associates at this location). Cronbachs alpha on this scale measured .89, n = 19150.Organizational Enablers was measured by five items (e.g., This company is committed to providing equal opportunities for all associates ). Cronbachs alpha on this scale measured .89, n = 19150.Feedback was measured by two items (e.g., I understand how my performance has been evaluated ). The Pearson R correlation between these times was .73, n = 19150.Goal Commitment to Job Performance was measured by two items (e.g., It is important to me to feel successful in my job ). These items were asked of a subset of the survey participants. The Pearson R correlation between these times was .46, n = 1158.Task Goal Identification was measured by three items (e.g., My manager clearly communicates what is expected of me ). These items were only asked of a subset of the survey participants. Cronbachs alpha on this scale measured .80, n = 875.Task Efficacy was measured by two items (e.g., I feel I have what it takes to be successful in my job ). These items were only asked of a subset of the survey participants. The Pearson R correlation between these times was .60, n = 1660.Task Engagement was measured by three items (e.g., I work hard for this company every day ) These items were only asked of a subset of the survey participants. Cronbachs alpha on this scale measured .73, n = 1156.Job performance was measured using the employees most recent annual performance review provided by his or her manager. Note: All items were self-report ratings on a 5-point Likert Scale ranging from Strongly Agree to Strongly Disagree.

* 2012 Chris Mason All Rights Reserved


Factor 3a: Personal EnablersPsychological Empowerment*Training & Development*Factor 3b: Managerial EnablersLeadership Support*Trust in Management*Factor 3c: Team EnablersTeam Member Support*Factor 3d: Org. EnablersPsychological Safety*

Test of Hypotheses 1a-1d using CFA*Factor 1: IncentivesPay & BenefitsAdvancement Opportunities*Rewards & Recognition*Job CharacteristicsJob Involvement*Org. Commitment*Meaningfulness of WorkBelief in Future of Org.Belief in Org. Goals/ValuesFactor 2: DirectivesCommunication*Goal SettingRole Clarity*

Factor 4: FeedbackInformal FeedbackPerformance Reviews*

Factor 3: EnablersLeadership VisionLeadership Support*Team Member Support*Physical SafetyTrust in Management*Psychological Safety*Psychological Empowerment*Availably of Tools & Resources Training & Development*

1 Factor Model (1FM)

*measured in this studyNote. 1FM= Null Single Factor Model; 4FM= Proposed Four Factor Model; 7FM=Alternative Seven Factor Model; GFI = goodness-of-fit index (recommended level >.90); AGFI = adjusted goodness-of-fit index (recommended level > .90; RMSEA = root mean square error of approximation (recommended level < .08); 2 = change in chi-square (**Indicates a statistically significant change at the .01 level).Results of Confirmatory Factor Analysis using LISREL 8.80 (Joreskog & Sorbom, 1993) 2012 Chris Mason All Rights Reserved

Model2dfpGFIAGFIRMSEA2df1FM131536.21434.00.63.57.154FM108850.86428.00.67.62.13 M1-M2=2685.35**67FM41522.33413.00.86.84.07 M2-M3=67328.53**15


Test of Hypotheses 2a-2d using SEM* 2012 Chris Mason All Rights Reserved


Summary of Findings* 2012 Chris Mason All Rights Reserved

Study HypothesesFindingHypothesis 1a. Incentives FactorSupportedHypothesis 1b. Directives FactorSupportedHypothesis 1c. Enablers FactorPartially SupportedHypothesis 1d. Feedback FactorSupportedHypothesis 2a. Incentives commitment to job performance task engagementPartially SupportedHypothesis 2b. Directives task goal identification task engagementNot SupportedHypothesis 2c. Enablers task efficacy task engagementSupportedHypothesis 2d. Feedback task goal identification task engagementNot SupportedHypotheses 2a-2d (overall structure of the model)Tentative Support


Pay & BenefitsAdvancement OpportunitiesRewards & RecognitionJob CharacteristicsJob InvolvementOrg. CommitmentMeaningfulness of WorkBelief in Future of Org.Belief in Org. Goals/ValuesCommunicationGoal SettingRole ClarityPersonal EnablersPsychological EmpowermentTraining & DevelopmentManagerial EnablersLeadership SupportTrust in ManagementTeam EnablersTeam Member SupportOrg. EnablersPsychological SafetyFactor 1: IncentivesFactor 2: DirectivesFactors 3a-3d: EnablersThe Black Box of Employee Engagement*PerformanceInformal FeedbackPerformance ReviewsFactor 4: FeedbackPay & BenefitsAdvancement OpportunitiesRewards & RecognitionJob CharacteristicsJob InvolvementOrg. CommitmentMeaningfulness of WorkBelief in Future of Org.Belief in Org. Goals/ValuesCommunicationGoal SettingRole ClarityPsychological EmpowermentTraining & DevelopmentLeadership SupportTrust in ManagementTeam Member SupportPsychological SafetyInformal FeedbackPerformance ReviewsJob SatisfactionAdvocacyE 2012 Chris Mason All Rights Reserved


Applied Views of The Model* 2012 Chris Mason All Rights Reserved


DirectionEnablersFeedbackIncentives4 Gears Powering the Engagement Engine 2014 Chris Mason


An Applied Model of Job Engagement:*Job EngagementDirectionEnablersFeedbackIncentivesPay & BenefitsAdvancement OpportunitiesRewards & RecognitionVariety of Work TasksMeaningfulness of WorkBelief in Future of Org.Belief in Org. Goals/Values

CommunicationGoal SettingRole ClarityInformal FeedbackFormal Performance ReviewsPsychological SafetyEmpowerment / AutonomyAvailably of Tools/ResourcesTraining & DevelopmentLeadership VisionLeadership SupportTeam Member SupportPhysical SafetyTrust in Management 2012 Chris Mason All Rights Reserved


Linking HR Processes to Job Engagement*Job EngagementDirectionEnablersFeedbackIncentivesCompensationBenefits ProgramsBonus ProgramsRecognition ProgramsCareer Development ToolsSuccession Planning

CommunicationsGoal Setting ProcessJob DescriptionsPerformance Management ProcessCoaching / Mentorship Programs360 Degree FeedbackJob DesignTraining InterventionsLearning & Development ResourcesSafety ProgramsAssociate Relations InitiativesDiversity & Inclusion Initiatives



Engagement is a kind of black box***Conceptual Model of Job Engagement*Conceptual Model of Job Engagement*Conceptual Model of Job EngagementEngagement is a kind of black box*

modeling employee engagement (a ph.d. dissertation summary)

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