Efficacy or inefficacy, that's the question: burnout and work engagement, and their relationships with efficacy beliefs

We challenge traditional view that lack of efficacy - measured with the corresponding reversed efficacy scale (Maslach Burnout Inventory, MBI) - is a burnout dimension. Instead, we claim that in addition to exhaustion and cynicism, inefficacy - measured with a newly developed scale - characterizes burnout. MBI-efficacy is apparently related to work engagement, considered as the positive antithesis of burnout. We performed Structural Equation Modeling in two samples of Spanish (n=239) and Dutch (n=235) university students, and two Spanish employee samples, working in various jobs (n=342) and working with information and communication technologies (n=283). Our expectations were largely confirmed: (1) compared with efficacy beliefs inefficacy beliefs relate more strongly to the other two burnout components; (2) the alternative three-factor burnout model including inefficacy fits better to the data than the traditional model including efficacy; (3) a model with inefficacy loading on burnout and efficacy loading on engagement fits the data. It is suggested that an inefficacy scale rather than a reversed efficacy scale should be used to assess burnout in future studies.     

Take care! The evaluation of a team-based burnout intervention program for oncology care providers

In this quasi-experimental study among staff of 29 oncology wards, the authors evaluated the effects of a team-based burnout intervention program combining a staff support group with a participatory action research approach. Nine wards were randomly selected to participate in the program. Before the program started (Time 1), directly after the program ended (Time 2), and 6 months later (Time 3), study participants filled out a questionnaire on their work situation and well-being. Results of multilevel analyses showed that staff in the experimental wards experienced significantly less emotional exhaustion at both Time 2 and Time 3 and less depersonalization at Time 2, compared with the control wards. Moreover, changes in burnout levels were significantly related to changes in the perception of job characteristics over time.     

Standard profile for the evaluation of working women's vulnerability to sexual harassment

The aim of the present study was to investigate relationships between Effort-Reward Imbalance (ERI) and employee adverse health (i.e., psychosomatic complaints, physical symptoms, and exhaustion). The Effort-Reward Imbalance Model was extended by discriminating three specific rewards separately (i.e., salary, esteem, and job security). A sample of 167 health-care workers was used to test the relationship between ERI (i.e., high effort accompanied with low reward) and employee adverse health with multiple univariate logistic regression analyses. Separate analyses were carried out with a composite reward scale and with each of the three specific reward scales as independent variables. The results indicate that the health outcomes of ERI vary depending on the specific reward that was used. Generally, the most adverse health effects were found for employees who reported both high efforts and low rewards, thus supporting the ERI Model. Moreover, the strongest effects of ERI on employee health were found when esteem was used as a reward indicator. Job security also appeared to be an important reward in this respect, whereas salary did not have strong effects as a result of ERI. Although the ERI Model was merely supported by the results, current findings also indicate it is important to separate different kinds of rewards, especially in health-care work in order to capture the complexity of working with clients as well.     

Stability and change model of job resources and work engagement: A seven-year three-wave follow-up study

Using the stability and change model, conservation of resources theory and the job demands-resources model, this study aimed to determine: (1) the extent to which work engagement and job resources can be explained by a component reflecting stability and a component reflecting change in these constructs, and (2) the strength and direction of the relationship between work engagement and job resources when their stable components are controlled for. The study was carried out among 1,964 Finnish dentists over a seven-year time period (2003–2010), using a three-wave dataset. Some of the dentists had changed jobs during the follow-up, and therefore the research questions were validated among groups of job stayers and job changers. The stability and change models were examined using structural equation modelling. The results showed that 69–77% of the variance of dentists’ work engagement, and 46–49% of the variance of job resources was explained by the component reflecting stability. However, although there was a positive relationship between job resources and work engagement, the primary direction of this relationship could not be determined. Either job resources or work engagement may be considered as the initiator of this relationship. Job change did not affect the results.     

Emotional job demands and burnout among oncology care providers

Abstract

Recent studies by Söderfeldt et al. (1996) and de Jonge et al. (1999) have demonstrated that Karasek's operationalization of job demands in his well-known Job Demands-Control (JD-C) Model (Karasek, 1979), i.e. quantitative demands, cannot capture the complexities of working with patients or clients in health care work. In the current study on burnout among 816 Dutch oncology care providers, the “traditional” JD-C Model was extended by including two types of emotional job demands. Moreover, “susceptibility to emotional contagion” was included as a potential moderator of the relationship between emotional job demands and burnout. Emotional job demands significantly contributed to the prediction of burnout, after controlling for quantitative job demands and job control. In addition, care providers' susceptibility to emotional contagion moderated the relationship between “confrontation with death and dying” and burnout. Care providers high in susceptibility to emotional contagion were more “vulnerable” to the stress associated with high emotional demands than their counterparts.     

Workplace bullying and its relation with work characteristics,personality, and post-traumatic stress symptoms: an integrated model

Workplace bullying refers to prolonged exposure to frequent hostile behaviors at work, which can lead to severe stress reactions. Research in this area has not revealed a clear picture on how bullying escalates in organizations. Drawing on recent developments in work stress theory, this study tested a comprehensive model of bullying in which work environmental and personality factors were hypothesized to act as antecedents of bullying and post-traumatic stress symptoms as an outcome. Structural equation modeling on data provided by 609 public sector employees in Italy showed that job demands (workload and role conflict) and job resources (decision authority, co-worker support and salary/promotion prospects) were related to bullying over and above neuroticism, and that bullying mediated the relationship between job demands and PTSD symptoms. Evidence also emerged for a buffering effect of job resources on the job demands–bullying relationship. Overall results are compatible with a view of bullying as a strain phenomenon, initiated by both work environmental and personality factors.     

From Motivation to Activation: Why Engaged Workers are Better Performers

Purpose

The purpose of this study was to investigate the relationship between work engagement and multiple dimensions of employee performance, as mediated by open-mindedness.

Design/Methodology/Approach

Survey data were obtained from 186 employees of a food processing plant and the findings were cross-validated in an independent convenience sample (N = 308).

Findings

SEM analyses revealed that the more engaged the employees were, the more they displayed extra-role and in-role performance. As expected, these associations were partially mediated by open-mindedness. Results were ambiguous for counterproductive performance showing a direct negative relation between engagement and counter productivity, and an indirect, positive relation through open-mindedness.

Implications

With its systematic look at the relation between engagement and multiple indicators of performance, the current study shows why it is important for both employers and employees to invest in engaged employees: there is a relationship with better performance which can partly be explained by the fact that engagement is associated with open-mindedness. This may help to inform organizations under what circumstances engagement leads to positive or negative forms of performance. Vice versa, a decrease in the multiple indicators of performance may signal organizations to look after their employees' mental health, i.e., engagement.

Originality/Value

This is one of the first studies to include multiple dimensions of employee performance in relation to work engagement. Moreover, it is one of the first studies that focus on the underlying psychological process that might explain for this relationship.

     

Reciprocal relationships between job resources, personal resources, and work engagement

This study examined longitudinal relationships between job resources, personal resources, and work engagement. On the basis of Conservation of Resources theory, we hypothesized that job resources, personal resources, and work engagement are reciprocal over time. The study was conducted among 163 employees, who were followed-up over a period of 18 months on average. Results of structural equation modeling analyses supported our hypotheses. Specifically, we found that T1 job and personal resources related positively to T2 work engagement. Additionally, T1 work engagement related positively to T2 job and personal resources. The model that fit best was the reciprocal model, which showed that not only resources and work engagement but also job and personal resources were mutually related. These findings support the assumption of Conservation of Resources theory that various types of resources and well-being evolve into a cycle that determines employees’ successful adaptation to their work environments.     

“Yes,I Can,I Feel Good,and I Just Do It!” On Gain Cycles and Spirals of Efficacy Beliefs,Affect, and Engagement

Taking Bandura's Social Cognitive Theory as our starting point, we tested how efficacy beliefs (self‐efficacy and perceived collective efficacy) reciprocally influence activity engagement (vigor, dedication, and absorption) indirectly through their impact on positive affect (enthusiasm, satisfaction, and comfort) over time. We conducted two longitudinal studies using independent samples. Study 1 is a two‐wave longitudinal field study that examines gain cycles regarding the dynamic relationships among self‐efficacy, positive affect, and work engagement in 274 secondary school teachers. Study 2 is a three‐wave longitudinal laboratory study about gain spirals in the dynamic relationships among collective efficacy beliefs, positive affect, and task engagement in 100 university students working in groups. Our findings show that: (1) efficacy beliefs reciprocally influence activity engagement indirectly through their impact on positive affect over time; (2) enthusiasm is the positive affect with the strongest effect on activity engagement; and (3) a gain spiral exists whereby efficacy beliefs increase over time due to engagement and positive affect (most notably enthusiasm). Finally, we discuss the theoretical and practical implications in terms of Social Cognitive Theory.     

Teams make it work: how team work engagement mediates between social resources and performance in teams

In this study we analyze the mediating role of team work engagement between team social resources (i.e., supportive team climate, coordination, teamwork), and team performance (i.e., in-role and extra-role performance) as predicted by the Job Demands-Resources Model. Aggregated data of 533 employees nested within 62 teams and 13 organizations were used, whereas team performance was assessed by supervisor ratings. Structural equation modeling revealed that, as expected, team work engagement plays a mediating role between social resources perceived at the team level and team performance as assessed by the supervisor.