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Work Engagement: Where do we go?

Wilmar Schaufeli Utrecht UniversityThe Netherlands

Int. OHP workshop, Timisoara, December 2011 - 1

Topics

• Future research issues

• Work engagement in practice • Model• Process• Assessment • Intervention cases


Future research issues

• Concept and measurement

• Construct validity

• Methodology

• Theory

• Intervention


Conceptualization and measurement

• Alternative measures for the UWES (convergent validity)

• Epidemiology of engagement

• Stability and change of engagement

• Cross-cultural differences in engagement

• Towards an integrative model of engagement


•Proactive personality

•Trait positive affect

•Conscientious-ness

•Autotelic personality

State Engagement Behavioral engagement

Macey & Schneider’s (2008) synthesis

Trait engagement

Positive views of life and work

Feelings of energy and absorption

Extra role behavior

•Satisfaction

•Involvement

•Commitment

•Empowerment

•OCB

•Personal

initiative

•Role expansion

•Adaptation


Resourceful and challenging work

Positiveaffectivity

Job satisfaction

Job involvement

Workengagement

Organizationalcommitment

Extra-rolebehavior

Performance

Psychological state Outcomes

An integrative model of work engagement

Schaufeli & Bakker (2010)


Construct validity

• The quest for the prototypical highly engaged? (e.g.

artists, scientists, entrepreneurs, top athletes)

• Types of engagement (i.e., task, work)

• Convergence or divergence?• The “A-factor” (Newman et al., 2010)

• Passion at work (Vallerand, 2003), Spirit at work (Kinjersky &

Skrymnek, 2006), Energy at work (Cole at al., 2011), Thriving

at work (Spreitzer, 2010), Flourishing (Keyes, 2006),

• Linkage studies (McLeod Report, 2009)

• Towards a taxonomy of employee well-being


A Taxonomy of worker’s well-being

Burned-out

Engaged

Pleasure +

+

-

-

Bored

Workaholic

Satisfied


Methodology

• Causality: normal, reversed, reciprocal?

• Gain cycle or gain spiral?

• How to deal with stability across time?

• Study eventful periods (e.g., leaving school, job transitions)

• Use within-person designs (e.g., experienced sampling)

• Use advanced statistics (e.g., latent growth curve modeling)

• Aggregation of engagement scores


Theory

• Why do engaged (and addicted) employees work so hard?

• What is the role of personal resources?

• Engagement as a collective phenomenon

• What prevails in ‘contagiousness’; burnout or engagement?

• What explains the linkage with performance?

• Work engagement and person-work/job/team/organization fit.

• Work engagement and social exchange

• JD-R model is not a “theory” but a heuristic


Intervention

• Typical ingredients: • Practicing virtues (e.g. being kind, showing gratitude)

• Nurturing social relationships (e.g. sharing good news)

• Goal setting (e.g. SMART goals, meaningful & self-concordant goals)

• Positive thinking (e.g. count one’s blessings, savouring)

• Mindfulness (e.g. meditation)

• Decision making (e.g. satisficing)

• Effectiveness studies of (online) team interventions and organizational interventions


Work engagement in practice

• The model

• The process

• Assessment

• Analysis and reporting

• Intervention cases


The model


Why a model ?

• To reduce complexity

• To identify the relevant drivers and outcomes

• To us as communication tool

• To guide interventions


• What is the top-3 of your own job stressors?• What is the top-3 of your own job resources?• What would be the top-3outcomes for your

organization?

Assignment 1


Topics

• The model

• The process

• Assessment




The process of an engagement surveyTarget

Designing

Commu-nication

Online survey

Analysis report

Priority

Action

Evaluation


Fieldwork

• Invitation via email

• Overview of response per team

• HelpdeskResponse

Target Your Dept. Your team


Topics

• The model

• The process

• Assessment


• Interventions


Content of the Demo

Job demands• Workload • Emotional demands • Mental demands• Work-home

interference

Job resources• Communication • Job control• Social support• Teamwork • Self development

Well-being• Burnout• Engagement

Outcomes• Commitment• Turnover intention• Extra-role performance


• Discuss your report with your neighbor• Exchange the report and read it• Discuss the report• Is the report correct?

Assignment 2


Topics

• The model

• The process

• Assessment


• Interventions


• Employees look into “mirror”• Personal advice• Organization-specific • High response and commitment

Every employee is different

Every team is different

• Discuss and interpret results at team-level• Active role for team-leader• Training of team-leader • Teams formulate targets for improvement • Teams make an action plan

Job resources


• What are the “drivers” • Identification of employees at-risk• Differences between teams/departments/plants • Management sets priorities• Support with interventions

Every organization is different

Uitsplitsing

Rolconflict

Werkdruk

Werk-Thuis balans

Emotionele Belasting

Bureaucratie

Emailbelasting

Thuis-Werk balans

Prestatiefeedback

Com

municatie en Inform

atie

Rolduidelijkheid

Autonomie

Ontplooiingsm

ogelijkheden

Waardering door leidinggevende

Sociale Steun Collega's

Uitputting

Cynism

e

Vitaliteit

Toewijding

Flow

Verloopintentie

Betrokkenheid

Kolom Zorgregisters 3,8 5,6 1,9 1,4 4,6 2,5 1,3 5,4 4,4 5,4 4,8 6,1 5,6 7,2 2,7 2,3 5,9 6,3 5,7 3,7 6,2Kolom Identiteitsbeheer in de Zorg 3,2 4,2 1,2 1,2 4,1 2,2 0,8 6,2 5,3 5,9 5,4 5,5 6,2 7,5 2,4 2,5 5,7 5,1 4,7 5,4 5,8Kolom Beoordelen en Verstrekken 3,2 5,2 2,0 1,8 4,3 2,1 1,2 5,9 4,7 5,8 6,2 5,7 5,6 6,5 2,1 2,6 5,6 5,6 5,0 4,5 5,3Kolom Services 4,0 5,6 2,4 2,3 3,7 3,4 1,2 6,0 4,8 5,3 6,5 6,3 5,8 6,7 2,6 2,7 5,8 5,9 5,2 4,4 5,7Frontof fice 3,6 5,0 1,8 2,2 5,0 2,2 1,7 6,6 4,7 6,0 4,5 5,7 6,0 6,8 3,0 3,0 5,1 5,0 5,0 3,9 5,6

Cluster Registers 3,9 5,5 2,1 1,2 4,9 2,3 1,1 5,0 4,4 5,2 4,0 5,8 4,9 7,4 2,7 2,3 6,1 6,6 6,1 3,5 6,3Cluster Informatie 3,6 6,0 1,4 2,0 3,7 2,9 1,6 6,7 4,5 5,8 6,8 6,8 7,6 6,5 2,7 2,3 5,7 5,7 4,6 4,2 5,9

Cluster Aanvragen en Behandelen 2,9 3,7 1,1 1,0 4,6 1,7 0,9 6,1 5,3 6,2 4,5 4,5 5,9 7,4 2,7 3,0 5,2 4,4 4,1 6,0 5,6Cluster Beheer en Implementatie 3,8 5,4 1,6 1,6 2,9 3,4 0,7 6,4 5,3 5,1 7,4 7,7 6,8 7,8 1,7 1,5 6,7 6,6 6,0 4,2 6,2

Cluster Beschikkingen 3,9 5,2 2,2 1,8 4,8 2,3 1,1 5,1 4,5 5,4 6,1 5,8 4,9 5,9 2,2 3,3 5,3 5,2 4,8 5,3 5,4Cluster Secretariaten 2,9 5,7 2,1 2,2 4,1 1,8 1,4 6,4 4,6 6,0 5,8 4,9 5,6 6,5 2,5 2,3 5,6 6,0 5,2 3,8 4,8Cluster Farma 1,7 4,3 1,0 1,3 3,1 2,0 0,9 7,7 5,6 6,6 7,3 6,5 8,1 8,3 1,3 1,1 6,3 6,4 5,3 3,3 5,8

Cluster ICT 4,1 6,4 2,5 2,9 3,3 4,5 1,1 6,6 5,0 5,0 7,2 6,6 7,0 7,1 2,9 2,7 5,6 5,8 4,9 3,7 6,3Cluster Bedrijfsvoering 3,4 4,9 2,2 1,6 3,4 2,9 1,3 6,6 5,3 5,9 6,5 6,5 5,4 6,7 2,3 2,0 6,2 6,3 5,7 4,1 5,8Cluster COJ 4,6 5,6 2,4 2,5 4,2 3,0 1,3 4,9 3,9 4,7 5,9 5,8 5,3 6,2 2,8 3,6 5,3 5,3 4,9 5,6 5,2

CIBG 3,6 5,2 1,9 1,8 4,2 2,6 1,2 6,0 4,8 5,6 5,8 5,9 5,8 6,9 2,5 2,6 5,7 5,6 5,1 4,5 5,7

NL-BM 3,7 5,1 1,9 2,5 4,4 3,3 1,3 5,7 5,0 5,0 6,0 6,0 5,1 6,7 3,0 2,2 6,7 6,4 6,0 4,1 5,9

Stressoren Energiebronnen Stressreacties Bevlogenheid Gevolgen


Priority matrix


Topics

• The model

• The process

• Assessment




• X is a multi-national chemical company

• In Holland mainly R&D

• Absenteeism rate is 4,71 %

• Average long-term, stress-related sickness absence: 299 days

Target

• To reduce long-term, stress-related complaints (burnout) and increase engagement

Questions

• What about job demands and job resources and their relation with well-being?

• What are the drivers of stress-related sickness absence?

• What job characteristics need to be improved to foster engagement?

The chemistry of engagement and burnout


Group at-risk

Burnout risk

• 44 employees are at-risk for burnout

• Of these 44, 22 were not known to the occupational physician

• This corresponds to a financial risk of € 2,631,200 (unknown: € 1,315,700)

Characteristics of the group at-risk

• Most are males (77%) with low sickness absence rates (2,72%)

• Group at-risk has few social resources (coaching, support, teamwork)

• Mostly R&D-staff (relative high salaries!)


InterventionsGeneral interventions

• Presentation of the results to the management and the executive board

• Discussion of results in team meetings and drawing-up action plans; team-leaders are supported by the HR-department

• Occupational physician targets teams at-risk

• Employees at-risk are referred to the occupational physician

Job stressors (burnout)• Work-home balance: Discuss and empower

• Org. change: Breakfast sessions with executives; communication; share success

Job resources (engagement) • Autonomy and feedback: Leadership development (in teams at-risk)

• Social support: Discuss collaboration, work in dyads


After one year…

• The work-life balance has improved

• Communication is evaluated better

• Job insecurity is increased because take-over

• 40% of at-risk cases for burnout has improved; 35% has identical scores; 25% is unknown

• Again 20 fresh burnout cases are identified

• Levels of work engagement increased slightly


Vital bikes

ActionsCommunication• Posters, flyers• Workers council and executive board

participate• Vitality coach

Individual approach• Vitality coaching • Vitality market

Timisoara, December 2011 - 33

Causes and interventionsGeneral interventions• Support of management by consultants• Realization of team action plans: what do we want to improve?• Constitute framework for personal developmentWhich “negative factors” we want to tackle?• Incivility & harassment: discuss social norms in teams, team

communication and feedback training• Work-life balance: involve families in the organization (family sport day,

global party)Which resources can be improved to increase engagement? • Autonomy and teamwork: job rotation, team autonomy, output driven

control• Role of team leader: 22% gives poor feedback; support and motivating.

Coaching leadership program. Team meetings are mandatory.


Results after two years

• Incivility and harassment has decreased

• Job autonomy and teamwork have increased

• Learning and development has increased

• Coaching skills of team leaders has improved

• Sickness absence in “problematic” teams has strongly decreased

• Engagement has strongly increased


10 ways to foster work engagement

1. Establish an optimal ‘fit’ between the abilities and needs of your employees and their work.

2. Stimulate on open dialogue about how your employee’s experience their work.

3. Invest in social leadership and not only in task oriented leadership.

4. Use the talents, strengths, and passions of your employees.

5. Stimulate a team climate where people support and respect each other.

6. Provide regular feedback; not only negative but also positive.

7. Provide meaningful jobs with variety and control.

8. Create trust by being open, consistent, and fair.

9. Have an open ear performance appraisals and take care that the job remains challenging.

10. Monitor employee’s engagement levels.


Thank you for your attention !

More informationwww.wilmarschaufeli.nl


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