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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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