![Page 1: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/1.jpg)
Work engagement
Prof. dr. Arnold Bakker
June 15, 2011
![Page 2: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/2.jpg)
Positive Context
PART 1
![Page 3: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/3.jpg)
The study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today’s workplace
Positive Organizational Behavior
Luthans (2003)
![Page 4: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/4.jpg)
Schaufeli & Bakker (2003, 2004, 2010)
Work Engagement
“A positive, affective-motivational state of fulfillment that is characterized by vigor, dedication, and absorption.”
![Page 5: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/5.jpg)
Utrecht Work Engagement Scale
• Vigor• At my work, I feel bursting with energy
• At my job, I feel strong and vigorous
• Dedication• To me, my job is challenging
• I am enthusiastic about my job
• Absorption• When I am working, I forget everything else around me
• I am completely immersed in my work
Schaufeli & Bakker (2003)
![Page 6: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/6.jpg)
HIGH ACTIVATION
LOW ACTIVATION
Pleasant low activation
Unpleasant low activation
Unpleasant high activation
Enthusiastic
Excited
Happy
Energised
Agitated
Hostile
Irritated
Angry
PLEASANTUNPLEASANT
Content
Relaxed
Calm
Tranquil
Tense
Dejected
Lethargic
Fatigued
Gloomy
Sad
Pleased
ENGAGEMENT
Russell & Carroll (1999)
![Page 7: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/7.jpg)
HIGH ACTIVATION
LOW ACTIVATION
Pleasant low activation
Unpleasant low activation
Unpleasant high activation
Enthusiastic
Excited
Happy
Energised
Agitated
Hostile
Irritated
Angry
PLEASANTUNPLEASANT
Content
Relaxed
Calm
Tranquil
Tense
Dejected
Lethargic
Fatigued
Gloomy
Sad
Pleased
ENGAGEMENT
BURNOUT
Bakker & Oerlemans (2011)
![Page 8: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/8.jpg)
HIGH ACTIVATION
LOW ACTIVATION
Pleasant low activation
Unpleasant low activation
Unpleasant high activation
Enthusiastic
Excited
Happy
Energised
Agitated
Hostile
Irritated
Angry
PLEASANTUNPLEASANT
Content
Relaxed
Calm
Tranquil
Tense
Dejected
Lethargic
Fatigued
Gloomy
Sad
Pleased
ENGAGEMENT
BURNOUT
Bakker & Oerlemans (2011)
SATISFACTION
WORKAHOLISM
![Page 9: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/9.jpg)
![Page 10: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/10.jpg)
Engaged Employees
• Take personal initiative
• Generate their own positive feedback
• Are also engaged outside their work
• Are tired in a different way
• Also want to do other things than
working Schaufeli et al. (2001)
![Page 11: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/11.jpg)
Predictors
PART 2
![Page 12: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/12.jpg)
Arnold Bakker
Demand-Control model
![Page 13: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/13.jpg)
Arnold Bakker
Effort-Reward Imbalance ModelSiegrist (1996)
![Page 14: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/14.jpg)
Arnold Bakker
What are your most important Job Demands and Resources?
Write down 5 of each
EXERCISE
![Page 15: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/15.jpg)
Workload
Emotional Demands
Mental Demands
PhysicalDemands
Autonomy
Social Support
Coaching
Feedback
Many Demands and Resources
Etc. Etc..
![Page 16: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/16.jpg)
JD-R Model of Engagement
+ +
Bakker & Demerouti (2008)
PersonalResources
PerformanceWorkEngagement
JobResources
JobDemands
+
+
![Page 17: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/17.jpg)
Technicians, N=163 18-month follow-up
Xan
thop
oulo
u et
al.
(200
9 -
JVB
)C
AU
SA
L E
FF
EC
TS
WorkEngagement
JobResources
PersonalResources
.21
.22Work
Engagement
JobResources
PersonalResources
Time 1 Time 2
.33
![Page 18: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/18.jpg)
Technicians, N=163 18-month follow-up
Xan
thop
oulo
u et
al.
(200
9 -
JVB
)R
EV
ER
SE
D C
AU
SA
L E
FF
EC
TS
WorkEngagement
JobResources
PersonalResources
.18
.22
WorkEngagement
JobResources
PersonalResources
Time 1 Time 2
.30
![Page 19: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/19.jpg)
![Page 20: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/20.jpg)
Dutch Managers, N=201
T1 Engagement
T1 Burnout
T2Engagement
T2 Burnout
.68
-.79
Δ Job Demands
Δ Job Resources
.23
-.27
.45
.74
-.72 -.58
Schaufeli, W.B., Bakker, A.B., & Van Rhenen, W. (2009). How changes in job demands and resources predict burnout, work engagement, and sickness absenteeism. Journal of Organizational Behavior, 30, 893-917.
![Page 21: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/21.jpg)
Finnish Dentists, N=2555
Hakanen, Schaufeli & Ahola (2008)
-
JobDemands
.23
.08 .23
-
JobResources
Burnout
OrganizationalCommitment
WorkEngagement
-.05
-.05
DepressiveSymptoms
.16
-
![Page 22: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/22.jpg)
Belgian employees, N=745
Van den Broeck et al. (2008)
JobResources
JobDemands
Vigor
Exhaustion
.34
-.11NeedSatisfaction
-.32
.31
.62
-.15
.86
![Page 23: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/23.jpg)
Interactions in JD-R model
BURNOUTWORK
ENGAGEMENT
APATHY BOREDOM
LOW
HIGH
LOW
HIGH
JOB RESOURCES
JOB
DE
MA
ND
S
![Page 24: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/24.jpg)
![Page 25: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/25.jpg)
Resources work when needed Finnish Dentists, N=1919
0
1
2
3
4
5
6
Low QualitativeWorkload
High QualitativeWorkload
Wo
rk E
ng
agem
ent
Low Skill VarietyHigh Skill Variety
Hakanen, J.J., Bakker, A.B., & Demerouti, E. (2005). How dentists cope with their job demands and stay engaged: The moderating role of job resources. European Journal of Oral Sciences
![Page 26: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/26.jpg)
Resources work when needed Finnish Teachers, N=805
0
1
2
3
4
5
6
Low Pupil Misbehavior
High Pupil Misbehavior
Wo
rk E
ng
agem
ent
Low AppreciationHigh Appreciation
Bakker, A.B., Hakanen, J.J., Demerouti, E., & Xanthopoulou, D. (2007). Job resources boost work engagement, particularly when job demands are high. Journal of Educational Psychology, 99 , 274-284.
![Page 27: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/27.jpg)
Resources work when needed Dutch Employees, N=12,000
0
0,5
1
1,5
2
2,5
3
3,5
Low Workload High Workload
Tas
k E
njo
ymen
t
Low Career Opp.High Career Opp.
Bakker, A., Van Veldhoven, M.J.P.M., & Xanthopoulou, D. (2010). Beyond the demand-control model: Thriving on high job demands and resources. Journal of Personnel Psychology, 9, 3-16.
![Page 28: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/28.jpg)
Personal Resources
“aspects of the self that refer to individuals’ sense of their ability to control and impact upon their environment successfully”
(Hobfoll et al., 2003) Self-efficacy
Optimism
Resilience
Self-esteem
![Page 29: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/29.jpg)
Personal Resources
Personal resources are important because they protect against negative stress, may promote health, and can be used to cope with stressful situations
![Page 30: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/30.jpg)
Stress resilience as motivatorFinancial Firm, N=388
6
7
8
Low Emotional Demands High Emotional Demands
Wor
k E
ngag
emen
t
Low Resilience High Resilience
![Page 31: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/31.jpg)
Outcomes
PART 3
![Page 32: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/32.jpg)
What are the consequences of engagement?
Discuss with your neighbour
EXERCISE
![Page 33: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/33.jpg)
![Page 34: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/34.jpg)
Outcomes of Engagement
• Better performance
• Reduced Absence
• Reduced Personnel Turnover
• Higher productivity
• Client satisfaction
• Engaged Colleagues
Demerouti & Cropanzano (2010)
![Page 35: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/35.jpg)
Daily Engagement
![Page 36: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/36.jpg)
![Page 37: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/37.jpg)
• Trait Support
• Trait Self-efficacy
• Trait Work Engagement
Xanthopoulou et al. (2008, JOHP)
Daily engagement flight attendants
SocialSupport
Self-Efficacy
WorkEngagement
Performance
![Page 38: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/38.jpg)
![Page 39: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/39.jpg)
• Branch
• Trait Personal Resources
• Trait Work Engagement
Xanthopoulou et al. (2009, JOOP)
Greek fast-food restaurants
Job Resources
PersonalResources
WorkEngagement
FinancialTurnover
![Page 40: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/40.jpg)
• Branch
• Trait Personal Resources
• Trait Work Engagement
Xanthopoulou et al. (2009, JOOP)
Greek fast-food restaurants
AutonomyCoaching
Team Climate
Self-efficacyOptimism
Self-esteem
WorkEngagement
FinancialTurnover
![Page 41: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/41.jpg)
Is engagement contagious?
![Page 42: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/42.jpg)
Women
0
1
2
3
4
5
6
Low Engagement High Engagement
En
gag
emen
t M
en
Low EmpathyHigh Empathy
Engagement is contagious
![Page 43: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/43.jpg)
Results
TraitExtraversion
A
DailyEngagement
B
FrequencyDaily
Communic
DailyEngagement
A
DailyPerformance
B+
+
+
TraitExtraversion
B+
Bakker & Xanthopoulou (2009)
![Page 44: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/44.jpg)
Interaction
-0.23
-0.16
-0.09
-0.02
0.05
0.12
-1.000 0.000 1.000
Work Engagement Person A
Communication + 1 SD
Communication – 1 SD
Wor
k E
nga
gem
ent
B
Bakker & Xanthopoulou (2009)
![Page 45: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/45.jpg)
Interventions
PART 5
![Page 46: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/46.jpg)
Job Crafting
• Employees may actively change the design of their jobs by choosing tasks, negotiating different job content, and assigning meaning to their tasks or jobs
Parker & Ohly (2008)
![Page 47: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/47.jpg)
Job Crafting
Job crafting is defined as the physical and cognitive changes individuals make in their task or relational boundaries
Wrzesniewski & Dutton (2001)
![Page 48: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/48.jpg)
Job Crafting
Job crafting is defined as the changes individuals make in their job demands and job resources
Tims & Bakker (in press, South African Journal of Industrial Psychology
![Page 49: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/49.jpg)
Job Crafting
Increasing Structural
JRs
IncreasingSocial JRs
IncreasingJDs
Decreasing JDs
![Page 50: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/50.jpg)
Job Crafting Scale
• Increase Job Resources
• I ask my supervisor to coach me
• I ask others for feedback on my job performance
• Increase Job Demands
• When an interesting project comes along, I offer
myself proactively as project co-worker
![Page 51: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/51.jpg)
Job Crafting
• Decrease Job Demands
• I organise my work in such a way to make
sure that I do not have to concentrate for
too long a period at once
![Page 52: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/52.jpg)
Job Crafting Scale - Reliabilities
N
Increasing Structural Job
Resources
Increasing Social Job Resources
Increasing
Job Demands
Decreasing Job Demands
375 .82 .77 .75 .79
294 .80 .78 .70 .71
196 .82 .82 .76 .72
Tims, M., Bakker, A.B. & Derks, D. (2010). Measuring Job Crafting Behavior of Employees:The Development and Validity of the Job Crafting Scale .
![Page 53: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/53.jpg)
Job Crafting Scale – Validity
Other Ratings
Increasing Structural
JRs
Increasing Social JRs
Increasing
Job Demands
Decreasing Job Demands
Job Crafting ++ + ++ +
Employability ++ ++ ++
![Page 54: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/54.jpg)
Leaders and Followers, N=95 Bakker, Tims & Derks (2010)
ProactivePersonality
.47Job crafting
In-rolePerformance
.37
Workengagement
.68
Increasing JR Increasing JR Increasing JD
χ2 (31) = 36,39, TLI = .99, RMSEA = .04
.37
![Page 55: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/55.jpg)
Daily variance in crafting
• Increase Job ResourcesBetween: 57% Within: 43%
• Increase Job DemandsBetween: 59% Within: 41%
• Decrease Job DemandsBetween: 53% Within: 47%
Demerouti (2010)
![Page 56: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/56.jpg)
ReduceDemands
Active JobsJD x C
IncreaseDemands
IncreaseResources
WorkEngagement
Antecedents Job Crafting Outcomes
+
-
+
+
Demerouti (2010)
![Page 57: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/57.jpg)
Demerouti (2010)
Incr
ease
Res
ourc
es
Interaction (1)
![Page 58: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/58.jpg)
Demerouti (2010)
Dec
reas
e D
eman
ds
Interaction (2)
![Page 59: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/59.jpg)
Arnold Bakker
More on Interventions
![Page 60: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/60.jpg)
![Page 61: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/61.jpg)
Interventions
Level Primary Secondary
Person in Organisation
Optimize individual JDs, JRs, and PRs
Organisation Optimize JDs and JRs at department or team level
![Page 62: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/62.jpg)
• Work environment• Increase job resources
• Leadership • Optimize social climate (crossover)• Stimulate transformational leadership
• Training• Increase personal resources
• Career development • Challenging work
Organizational strategies
Schaufeli & Salanova (2007)
![Page 63: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/63.jpg)
• Generate positive feedback
• positive upward spiral
• Goal setting
• Use of implementation intentions
• Job Crafting
• Change job demands and resources
• Use strengths in a new way
• Engagement App
Individual strategies
![Page 64: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/64.jpg)
JD-R Monitor
Participants:
• Go to secured website
• Fill in a personal code
• Read Introduction
• Fill in Questionnaire
• Receive individual feedback
• May print personalized report
![Page 65: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/65.jpg)
04/21/23 Free Template from www.brainybetty.com 65
![Page 66: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/66.jpg)
04/21/23 Free Template from www.brainybetty.com 66
![Page 67: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/67.jpg)
04/21/23 Free Template from www.brainybetty.com 67
![Page 68: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/68.jpg)
04/21/23 Free Template from www.brainybetty.com 68
![Page 69: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/69.jpg)
Work Engagement Model
+ +
Bakker & Demerouti (2008)
PersonalResources
PerformanceWorkEngagement
JobResources
JobDemands
+
+Job crafting
![Page 70: Work engagement Prof. dr. Arnold Bakker June 15, 2011](https://reader035.vdocuments.us/reader035/viewer/2022081503/56649cb15503460f94975ad5/html5/thumbnails/70.jpg)
www.arnoldbakker.com
More info: