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Employee engagement
Our challenge for the 21st century
Wilmar Schaufeli
KU Leuven Belgium
& Utrecht University The Netherlands
Topics
2
1. The context of employee engagement
2. What is it and what is it not ?
3. What is its prevalence?
4. What do we know about it?
5. How to increase it?
3
The Janus-face of work
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Opus: Homo faber • Creativity • Productivity • Challenge • Development
Labor: Animal laborans • Effort • Strain • Sacrifice • Blood, sweat & tears
The positive view • Energizing
• Enriching
• Exciting
• Engaging
The traditional view • Disease • Disorder • Damage • Disability
It’s time for a change…..
Seligman (1999)
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“Positive Psychology is the scientific study of optimal
human functioning. It aims to discover and promote the
factors that allow individuals and communities to thrive”
From To
• Stability • Continuous change
• Monoculture • Diversity
• Vertical hierarchy • Horizontal networks
• External supervision & control • Self-control & empowerment
• Dependence on organization • Accountability & employability
• Fixed schedules & work patterns • Boundarylessness
• Physical demands • Mental and emotional demands
• Individual work • Team work
• Detailed job descriptions • Job crafting
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Changes in the world of work
The ‘Psychologization’ of work
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For modern organizations, mental capital is of increasing
importance. Therefore, they do not need a merely
‘healthy’ workforce but a motivated workforce that is
‘engaged’.
The emergence of engagement
• First used in the 1990’s in the business context
• Increase of importance of mental capital
• From 2000 onwards also in academia
• Emergence of positive psychology
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Publications 2000-2016
Source: Google Scholar
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0
200
400
600
800
1000
1200
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
What is employee engagement?
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Definition
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“Employee engagement is a positive, affective-
motivational state of fulfillment that is characterized by
vigor, dedication, and absorption” Schaufeli et al. (2002; p. 74)
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Rapping flight attendent
Utrecht Work Engagement Scale (UWES)
• Vigor
• “At my work I feel bursting with energy”
• Dedication
• “I am enthusiastic about my work”
• Absorption
• “I am immersed in my work”
Schaufeli et al. (2002, 2006, 2017)
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World leading questionnaire for academic research (> 90%) Available in 27 language versions from www.wilmarschaufeli.nl Since 2015 included in the EU-wide Working Conditions Survey
Work & Well-being Survey (UWES) ©
The following 9 statements are about how you feel at work. Please read each statement carefully and decide if you
ever feel this way about your job. If you have never had this feeling, cross the “0” (zero) in the space after the
statement. If you have had this feeling, indicate how often you feel it by crossing the number (from 1 to 6) that best
describes how frequently you feel that way.
Almost never Rarely Sometimes Often Very often Always 0 1 2 3 4 5 6 Never A few times a Once a month A few times a Once a week A few times a Every day year or less or less month week
1. ________ At my work, I feel bursting with energy
2. ________ At my job, I feel strong and vigorous
3. ________ I am enthusiastic about my job
4. ________ My job inspires me
5. ________ When I get up in the morning, I feel like going to work
6. ________ I feel happy when I am working intensely
7. ________ I am proud of the work that I do
8. ________ I am immersed in my work
9. ________ I get carried away when I’m working
© Schaufeli & Bakker (2003). The Utrecht Work Engagement Scale is free for use for non-commercial scientific research. Commercial
and/or non-scientific use is prohibited, unless previous written permission is granted by the authors
ACTIVATION
DEACTIVATION
PLEASURE DISPLEASURE
Adapted from Russell (2003)
happy ENGAGED
BURNED-OUT
WORK ADDICTED
SATISFIED
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Engagement goes beyond satisfaction
k N Satisfaction Engagement
In-role performance 5 1,175 .30 .39
Extra-role performance 4 1,139 .24 .43
Christian, Garza & Slaughter (2011)
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Correlation between engagement and job satisfaction: .53
(k=4, N=9,712)
Putting the typology to the test
Salanova et al. (2014)
The proof of the pudding ….
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Prevalence of engagement
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Engagement in Europe (1-5)
4,22
4,174,15
4,14 4,13
4,09
4,044,03 4,01 4,01 4,00
3,99 3,98 3,98 3,97
3,93 3,92 3,90 3,89 3,89
3,843,82 3,81 3,80 3,80
3,783,76 3,75
3,73
3,69
3,94
3,72
3,633,61
3,54
3,62
3,2
3,4
3,6
3,8
4
4,2
4,4
Netherlands
Ireland
Belgium
Lithuania
Denmark
Malta
Switzerland
Norway
Luxembourg
Austria
France
Bulgaria
Finland
Slovenia
Romania
UnitedKingdom
Sweden
Estonia
PolandSpain
Cyprus
CzechRepublic
Italy
Slovakia
Latvia
Greece
Germany
Hungary
CroaUa
Portugal
EU+
Albania
Montenegro
Turkey
Serbia
Non-EU+
Source: 6th EWCS - 2015
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Engaged Europe
Source: 6th EWCS 2015
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Albania
Austria
Belgium
Bulgaria
Croa2a
CyprusCzech
Denemark
Estonia
Finland
France
GermanyGreece
Hungary
Ireland
ItalyLatvia
Lithuania
Luxembourg
Malta
Montenegro
Netherlands
Norway
Poland
Portugal
Romania
Serbia
Slovakia
Slovenia
SpainSweden
Switzerland
Turkey
UK
3,50
3,60
3,70
3,80
3,90
4,00
4,10
4,20
4,30
0 20000 40000 60000 80000 100000 120000
Wor
k en
gage
men
t
GDP
Engagement and economic activity
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What do we know?
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Causes and consequences
The Job Demands -Resources model
Schaufeli & Bakker (2004; 2009); Hakanen et.al. (2006, 2008); Korunka et al. (2009); Llorens et al. (2006); Salmela-Aro & Upadyaya (2013); Crawford et al. (2010)
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Job resources
Social • Social support • Team climate • Role clarity • Recognition
Work • Job control • Person-Job fit • Task variety • Use of skills • Adequate tools • Participation in decision-
making
Organization • Communication • Trust • Alignment • Value congruence • Justice
Growth • Performance feedback • Career possibilities • Possibilities for learning
& development
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Schaufeli & Taris (2014)
Personal resources
For reviews see: Simpson (2009), Schaufeli & Salanova (2008), Schaufeli & Taris (2014)
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• Emotional stability
• Extraversion
• Conscientiousness
• Optimism
• Self-efficacy
• Self-esteem
• Achievement striving
• Emotional intelligence
Autonomy
Relatedness
Growth
Meaning
Inspiring
- Connects with mission and purpose of organization - Enthuses for plans and ideas - Emphasizes the meaning of the job
Strengthening
- Delegates tasks and responsibilities - Encourages using talents and strengths - Challenges
Connecting
- Encourages collaboration - Promotes team spirit - Manages conflits
Empowering
- Recognizes ownership - Stimulates freedom and responsibility - Encourages voice
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Engaging leadership
Individual outcomes ‘healthy working’
Good physical health • Stress-reactivity (Langelaan et al., 2006)
• Autonomic cardiac activity (Seppälä et al., 2012)
• Reduced risk of CVD (Ugucji et al., 2015)
Good mental health • Depression, anxiety, burnout (Hakanen & Schaufeli, 2012)
• Psychosomatic complaints (Schaufeli et al., 2008)
• Quality of sleep (Kubota et al., 20l1)
Positive attitudes and behaviors • Workability (Airila et al., 2012)
• Personal initiative (Salanova & Schaufeli, 2008)
• Recovery (Sonnentag et al., 2012)
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Organizational outcomes ‘successful working’
Low health and replacement costs • Sickness absence (Schaufeli et al., 2009)
• Occupational injuries and hazards (Nahrgang, 2011)
• Turnover intention (Schaufeli et al., 2006)
Good performance • Customer satisfaction (Salanova et al., 2005)
• Job performance (Halbesleben & Wheeler, 2008)
• Innovativeness (Hakanen et al., 2007)
• Safety behavior (Nährgang et al., 2014)
Superior business outcomes • Financial turnover (Xanthopoulou et al., 2008)
• Productivity & profitability (Harter et al., 2006)
• Net margin & ROA (Schneider et al., 2017)
Gallup’s business case for engagement 152 organizations; 32,394 business units; 955,905 employees
Harter, Schmidt & Hayes, 2002
-70 -60 -50 -40 -30 -20 -10
0 10 20 30
Absenteeism Safety incidents Quality (defects)
Customer satisfaction Productivity Profitability
- 37%
- 49%
- 60%
+12% +18% +16%
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Schneider et al. (2017)
Engagement and Return on Asset (ROA) 102 publicly traded companies from Fortune Best Places to Work (N=4,199)
Return on Asset (RAO): Profitability of a company relative to its total assets
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Why do engaged workers perform better?
Because they…
• … are proactive; they take initiative
• … set higher goals; they feel competent
• … are intrinsically motivated; for them work is fun
• … show pro-social behavior; they are kind and cooperative
• … experience positive emotions; they process information better
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How to increase engagement?
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Individual • Gratefulness and kindness (Ouweneel, Le Blanc & Schaufeli, 2014)
• E-coaching (Oweneel, Schaufeli & Le Blanc, 2013)
• Mindfulness (Leroy, Anseel, Dimitrova & Sels, 2013)
• Career management training (Vuori, Toppinen-Tanner & Mutanan, 2011)
• Individual job crafting training (Van den Heuvel, Demerouti & Peeters, 2012)
Team • Manager led group meetings (Allen & Rogeslberg, 2013)
• Caring leadership (Bishop, 2013)
• Team redesign (Cifre, Salanova & Rodriguez, 2010)
• Team-level collaborative job crafting (McClelland, 2014)
Organization • Performance management (Mone et al., 2011)
• Quality improvement (White, Wells & Butterworth, 2014)
• Leadership development (Biggs, Brough & Bardour, 2014)
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Interventions
E-coaching INTAKE
App support
Registration of activities
Peer-to-peer learning
Online coach
Short tests
Gaming elements, awards
Video, text, quiz
Tailored learning path (modules)
Survey
JD-R model
G R I P
• 50+ modules particularly aimed at increasing job and personal resources
• 50+ psychological tests
• 120+ short videos for inspiration
• 120+ exercises for practicing thoughts and behavioral patterns at work
• 80+ wiki’s, for up-to-date knowledge
GRIP – A comprehensive online platform
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10 things that can organizations do
1. Establish an optimal ‘fit’ between abilities and needs of your employees and their jobs.
2. Stimulate on open dialogue about how your employee’s experience their work.
3. Invest in social, engaging 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; also positive feedback.
7. Provide meaningful jobs with task variety and job control.
8. Create trust by being open, consistent, and fair.
9. Use ‘feed forward’ conversations to keep jobs challenging.
10. Monitor employee’s engagement levels regularly.
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Employee engagement…. • ... is a specific type of employee well-being
• … is related to various job- and personal resources
• … has positive effects for individuals and organizations
• … can be increased
Final conclusion
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Thank you very much for your attention
More information
Academic: www.wilmarschaufeli.nl
Consultancy: www.3ihc.nl GRIP: www.gripworks.eu
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