Selection,optimization, and compensation strategies: Interactive effects on daily work engagement

The theory of selective optimization with compensation (SOC) proposes that the “orchestrated” use of three distinct action regulation strategies (selection, optimization, and compensation) leads to positive employee outcomes. Previous research examined overall scores and additive models (i.e., main effects) of SOC strategies instead of interaction models in which SOC strategies mutually enhance each other's effects. Thus, a central assumption of SOC theory remains untested. In addition, most research on SOC strategies has been cross-sectional, assuming that employees' use of SOC strategies is stable over time. We conducted a quantitative diary study across nine work days (N = 77; 514 daily entries) to investigate interactive effects of daily SOC strategies on daily work engagement. Results showed that optimization and compensation, but not selection, had positive main effects on work engagement. Moreover, a significant three-way interaction effect indicated that the relationship between selection and work engagement was positive only when both optimization and compensation were high, whereas the relationship was negative when optimization was low and compensation was high. We discuss implications for future research and practice regarding the use of SOC strategies at work.     

Examining Job Crafting from an Interpersonal Perspective: Is Employee Job Crafting Related to the Well‐Being of Colleagues?

Individuals engage in job crafting to create a better fit between their job and their preferences, skills, and abilities. However, the individual focus may overlook the impact of job crafting on the job context or well‐being of colleagues. Therefore, an important question that is addressed in this study is whether the crafting of one person is related to the job characteristics and well‐being of a colleague. This study explores the potential negative effects of a seemingly positive strategy for the individual on a colleague. Namely, we predict that when employees decrease their hindering job demands, their colleagues will be more likely to report a higher workload and more conflict. In turn, we hypothesise that colleague reports of workload and conflict are related to colleague burnout. Data were collected among 103 dyads and analyzed with the Actor–Partner Interdependence Model. The results largely supported the hypothesised relationships: Decreasing hindering job demands was positively related to colleague workload and conflict, which, in turn, related positively to colleague burnout. These findings suggest that proactively decreasing hindering job demands not only relates to personal job experiences, but also to colleague job characteristics and well‐being.     

Proactive vitality management in the work context: development and validation of a new instrument

In the present research, we use proactivity literature and studies on energy at work to argue that individuals may proactively manage their vitality (i.e., physical and mental energy) to promote optimal functioning at work. We develop and validate a scale to measure proactive vitality management (PVM), and explore the nomological network. We conducted a five-day diary study (N = 133; 521 days), a survey study (N = 813) and a cross-sectional study measuring daily PVM (N = 246) among working individuals from various occupational sectors. The results show that PVM can be reliably measured with eight items that load on one overall factor, both on general and daily level. Furthermore, daily PVM was moderately but positively related to the use of work-related strategies and micro-breaks. Moreover, PVM related positively to relevant personal characteristics (i.e., proactive personality and self-insight) and showed moderate but positive relationships with job crafting and relaxation (convergent validity). PVM was unrelated to psychological detachment and decreasing hindering demands (discriminant validity). Finally, PVM was positively related to well-being, in-role work performance, creative work performance and performance on the Remote Associates Test (criterion validity). We conclude that employees may promote their own work performance through the use of PVM.     

on the clinical validity of the maslach burnout inventory and the burnout measure

Abstract

Current knowledge about burnout suffers from a healthy worker bias since only working - and thus relatively healthy - employees have been investigated. The main objective of this study is to examine - for the first time among employees who sought psychological treatment - the validity of the two most widely used burnout instruments; the Maslach Burnout Inventory (MBI) and the Burnout Measure (BM). Two groups were distinguished: a “burned out” group (n = 71) that suffers from work-related neurasthenia (according to ICD-10 criteria), and a “non-burned out” group (n = 68). Results show that: (1) the validity of the three-factor structure of the MBI and the BM is confirmed; (2) burnout can partly be differentiated from other mental syndromes (e.g., anxiety and depression); and (3) two MBI-scales (Emotional Exhaustion and Depersonalization) and one BM-scale (Exhaustion) are able to discriminate between burned out and non-burned out employees. The practical implications of these results are discussed.     

Stability and change in burnout: A 10‐year follow‐up study among primary care physicians

The aim of the present study is (1) to investigate the impact of patient demands on primary care physicians’ burnout and (2) to examine the stability and change of burnout across time. Participants were drawn from the official Dutch registration system for primary health care, and longitudinal panel data (n= 165) from three waves with a 5‐year time interval were used. They filled in the Maslach Burnout Inventory (MBI) and a validated scale for the assessment of patient demands. The results of various stability and change models that were tested using structural equation modelling (SEM) indicated that demanding patient contacts lead to increased burnout among physicians. In addition, the findings suggested that about one quarter of the variance in physician's actual burnout levels across one decade is accounted for by a stable component, whereas about three quarters is accounted for by a change component. Hence, physician burnout seems to be a rather chronic condition that may be aggravated by exposure to demanding patients.     

Breaking through the loss cycle of burnout: The role of motivation

We aimed to study burnout as a process that develops over time. On the basis of the Conservation of Resources theory ( Hobfoll, 2002 ), we tested whether burnout induces a loss cycle, depleting resources, and enhancing demands. In addition, we investigated whether intrinsic job motivation and externally regulated job motivation attenuated or aggravated this loss cycle. Using a sample of 352 employees who answered online questionnaires in 2005 and 2007, we found that baseline burnout predicted future burnout that results from an increase in job demands (e.g., work overload) and a decrease in job resources (e.g., social support, information). Furthermore, external regulation aggravated the positive relationship between baseline burnout and demand accumulation. Intrinsic motivation attenuated the positive relationship between baseline burnout and resource loss. We conclude that intrinsic motivation is an important factor enabling employees to break through the negative cycle of burnout.     

Psychosocial safety climate as a precursor to conducive work environments,psychological health problems,and employee engagement

We constructed a model of workplace psychosocial safety climate (PSC) to explain the origins of job demands and resources, worker psychological health, and employee engagement. PSC refers to policies, practices, and procedures for the protection of worker psychological health and safety. Using the job demands–resources framework, we hypothesized that PSC as an upstream organizational resource influenced largely by senior management, would precede the work context (i.e., job demands and resources) and would in turn predict psychological health and work engagement via mediation and moderation pathways. We operationalized PSC at the school level and tested meso‐mediational models using two‐level (longitudinal) hierarchical linear modelling in a sample of Australian education workers (N = 209–288). Data were repeated measures separated by 12 months, nested within 18 schools. PSC predicted change in individual psychological health problems (psychological distress, emotional exhaustion) through its relationship with individual job demands (work pressure and emotional demands). PSC moderated the relationship between emotional demands and emotional exhaustion. PSC predicted change in employee engagement, through its relationship with skill discretion. The results show that the PSC construct is a key upstream component of work stress theory and a logical intervention site for work stress intervention.     

Job resources and flow at work: Modelling the relationship via latent growth curve and mixture model methodology

The aim of the present three‐wave follow‐up study (n = 335) among employees of an employment agency was to investigate the association between job resources and work‐related flow utilizing both variable‐ and person‐oriented approaches. In addition, emotional exhaustion was studied as a moderator of the job resources–flow relationship, and as a predictor of the development of job resources and flow. The variable‐oriented approach, based on latent growth curve analyses, revealed that the levels of job resources and flow at work, as well as changes in these variables, were positively associated with each other. The person‐oriented inspection with the growth mixture modelling identified four trajectories based on the mean levels of job resources and flow and on the changes of these mean levels over time: (a) moderate work‐related resources (n = 166), (b) declining work‐related resources (n = 87), (c) high work‐related resources (n = 46), and (d) low work‐related resources (n = 36). Exhaustion was found to be an important predictor of job resources and flow, but it did not moderate their mutual association. Specifically, a low level of exhaustion was found to predict high levels of job resources and flow. Overall, these results suggest the importance of a person‐oriented view of motivational processes at work. In addition, in order to fully understand positive motivational processes it seems important to investigate the role of negative well‐being states as well.     

Burnout and work engagement among teachers

The Job Demands–Resources Model was used as the basis of the proposal that there are two parallel processes involved in work-related well-being among teachers, namely an energetical process (i.e., job demands → burnout → ill health) and a motivational process (i.e., job resources → engagement → organizational commitment). In addition, some cross-links between both processes were hypothesized. Structural equation modeling was used to simultaneously test the hypotheses in a sample of Finnish teachers (N = 2038). The results confirmed the existence of both processes, although the energetical process seems to be more prominent. More specifically, (1) burnout mediated the effect of high job demands on ill health, (2) work engagement mediated the effects of job resources on organizational commitment, and (3) burnout mediated the effects of lacking resources on poor engagement. The robustness of these findings is underscored by the fact that they were obtained in one half of the sample (using random selection) and cross-validated in the other half.