Well-being through work
Jari Hakanen
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BUILDING WORK ENGAGEMENT: RESEARCH EVIDENCE AND POSITIVE WORKPLACE INTERVENTIONS Jari Hakanen, Research Professor Adjunct Professor at Helsinki University (social psychology)
Wellbeing at Work, 26-28 May 2014, Copenhagen Jari Hakanen
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© Finnish Institute of Occupational Health
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In order to have a more balanced view of well-being, we need to focus not only on negative phenomena but also positive concepts “Positive organizational behavior is about 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" (Luthans, 2002)
I Positive concepts and some research evidence II General overview of the Spiral of Inspiration – Innovative and flourishing workplaces (INSPI) – Research and Development project - Baseline survey in 87 workplaces (N=11468)
III Three positive interventions focusing on servant leadership, job crafting, and team engagement Jari Hakanen
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I Positive concepts and some research evidence
Jari Hakanen
© Finnish Institute of Occupational Health
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Work engagement is a positive, relatively stable, affective-motivational state of fulfillment at work •
Vigor High levels of energy and mental flexibility while working, willingness to put effort into one’s work, and persistence when facing difficulties
•
Dedication Sense of significance, strong involvement in one's work, enthusiasm, inspiration, pride, and challenge
•
Absorption Pleasant state of total immersion in one's work which is characterized by time passing quickly and being unable to detach oneself from the job (Schaufeli et al, 2002) Jari Hakanen
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työholismi
Workaholism Job stress
stressi
HIGH AROUSAL
Best possible well-being at work: Work engagement
+
työn imu Work
engagement
+
- DISPLEASED Job boredom
Burnout "leipääntyminen"
työtyytyväisyys Job satisfaction LOW AROUSAL
työuupumus
PLEASED +
-
Jari Hakanen
(Hakanen, 2005 adapted from Warr, 1999)
© Finnish Institute of Occupational Health
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Job demands-resources model (Schaufeli and Bakker,2004)
Job demands
+
Ill-health: Depression
+
Burnout
−
–
−
Job resources
+
Work engagement
+
Positive outcomes: + Organizational commitment
(Hakanen,Schaufeli & Ahola, 2008) Jari Hakanen
© Finnish Institute of Occupational Health
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Engaged employees are more productive and may even earn more •
Dentists in public sector receive a procedure fee (= indicator of clinical productivity) for each clinical procedure (97 from a small filling to tooth crown) and these fees account for on average 25% of their regular salary.
•
Work engagement (but not burnout) was associated with the clinical productivity of dentists.
•
Engaged dentists earned around 10 000 euros/year more than their “bored out” colleagues (after controlling for work hours, job tenure, gender, size of clinic etc.) (Hakanen & Koivumäki, 2014) Jari Hakanen
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Why work engagement is important from the employer's perspective •
Business unit-level engagement was positively related to several business unit outcomes in 36 US organizations and nearly 8000 business units (Harter et al. 2002).
•
Work engagament was positively associated with employee performance and customer loyalty among Spanish restaurant and hotel employees (Salanova et al. 2005)
•
Work engagement negatively predicted the frequency of registered sickness absenteeism among Dutch telecom managers (Schaufeli et al. 2009)
•
Daily work engagement positively predicted daily financial returns among Greek fast-food company employees (Xanthopoulou et al. 2009)
•
Work engagement positively predicted proactive behavior and work-unit innovativeness (Hakanen et al. 2008), organizational commitment (Hakanen et al. 2008b), and intentions and willingness to work longer careers (Hakanen & Perhoniemi 2008) among Finnish dentists
…and these are of course also positive outcomes for the employee! Jari Hakanen
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Why work engagement is important from the employee's perspective Engaged employees •
…are happier and less depressed, even in the long-term (Hakanen & Schaufeli, 2012)
•
…are healthier in terms of healthy cardiac autonomic activity (Seppälä et al. 2012) and have better work ability (Airila et al. 2012)
•
…are more satisfied with their marriages and their roles as parents (Hakanen & Perhoniemi 2006)
•
…sleep better (Hakanen, Rodrigues-Sanchez & Perhoniemi 2012)
•
…experience higher levels of work-family enrichment also in the long-term (Hakanen; Peeters & Perhoniemi 2011) and less work-family conflict (Hakanen & Peeters, submitted)
•
…and do not turn into workaholics over time (Hakanen 2011)
…and these are of course also positive outcomes for the employer! Jari Hakanen
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Do burnout and work engagement predict depressive symptoms and life satisfaction? A three-wave seven-year follow-up study
Positive state Negative state
Work-related mental well-being
General mental well-being
+ Work engagement
Life satisfaction
Burnout
Depression + (Hakanen & Schaufeli, 2012)
Jari Hakanen
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Work engagement in Finland (N = 64 949) %
0%
37 %
5%
0%
5%
23 %
22 %
0%
18 %
5%
0%
5%
0%
Low (max few times/mth)
Average (once a week) Jari Hakanen
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Quite high (few times/week)
High (daily)
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The distribution of mean levels of work engagement and workaholism in five countries.
Workaholism →
* China
* Netherlands * Spain * Finland
* Japan
Work engagement → Jari Hakanen
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(Hu et al. In press)
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General idea of positive spirals stems from longitudinal research: Good things boost other good things at work (“resource caravans”)
Job resources
+
Work engagement
+
Personal + initiative Each path is from T1 to T2, controlling for baseline
(Hakanen, Perhoniemi, & Toppinen-Tanner, 2008)
Jari Hakanen
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…in addition, positive impacts are not usually uni-directional –positive feedback loops are possible
+
Job resources
+
Work engagement
+
Personal + initiative
+ Each path is from T1 to T2, controlling for baseline
(Hakanen, Perhoniemi, & Toppinen-Tanner, 2008) Jari Hakanen
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…which can further predict + positive organizational outcomes; here, work unit innovativeness
+
Job resources
+
Work engagement
+
Personal + + initiative
Work unit innovativeness
+ Each path is from T1 to T2, controlling for baseline
(Hakanen, Perhoniemi, & Toppinen-Tanner, 2008) Jari Hakanen
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© Finnish Institute of Occupational Health
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Many positive gain spirals between work and family! +
Job resources
+
Work to family enrichment
+ Work engagement
+ + Home resources
+
Family to work enrichment
+
Marital satisfaction
(Hakanen, Peeters, & Perhoniemi, 2011)
+ © Finnish Institute of Occupational Health
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High work engagement is a true win-win situation •
A great opportunity for organizations and leadership: By boosting engagement and enthusiasm, employees are willing and able to do good work. → Servant leadership
•
A great opportunity for every employee: By doing good work well one can become engaged at work. → Job crafting
•
And why not do it together all the way: → Paths to work engagement: Flourishing workplaces
Jari Hakanen
© Finnish Institute of Occupational Health
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What is servant leadership? “The servant leader is servant first. It begins with the natural feeling that one wants to serve. Then conscious choice brings one to aspire to lead.” (Robert Greenleaf, 1977) •
Empowerment Recognition, acknowledgement and the realization of each person’s abilities and what the person can still learn.
•
Accountability Holding people accountable for performance they can control. This makes accountability a mechanism by which responsibility for outcomes is given to individuals and teams. It ensures that people know what is expected of them, which is beneficial for both employees and the organization.
•
Standing back The extent to which a leader gives priority to the interest of others and gives them the necessary support and credit. Standing back is also about retreating into the background when a task has been successfully accomplished. (van Dierendonck & Nuijten, 2011) Jari Hakanen
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What is servant leadership? •
Humility Humility in leadership focuses on daring to admit that one is not infallible and makes mistakes. Servant leaders acknowledge their limitations and therefore actively seek the contributions of others in order to overcome these limitations.
•
Authencity Is closely related to expressing the ‘true self’, expressing oneself in ways that are consistent with inner thoughts and feelings. Authenticity is about being true to oneself, accurately representing – both privately and publicly – internal states, intentions and commitments.
•
Stewardship The willingness to take responsibility for the larger institution and to aim for service instead of control and self-interest. Leaders should not only act as caretakers, but also as role models
•
Courage Daring to take risks and try out new approaches to old problems.
(van Dierendonck & Nuijten, 2011) Jari Hakanen
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Importance of servant leadership among 707 Finnish judges More job resources Less burnout
Happier
-
Better leadership
Justice
+
-
Servant leadership
Burnout
Life satisfaction
-
+ Job control
(Hakanen & van Dierendonck, 2013)
Jari Hakanen
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Job crafting: Bottom-up approach to job design
Hindrance demands –
Me, the job crafter
+
Burnout +
+
Challenging demands
+
–
− +
+
Work engagement
Job resources Jari Hakanen
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Job crafting is a way of moulding your job to suit you better Original definition by Wrzesniewski and Dutton (2001): • Crafting the boundaries of work (amount, type of tasks): taking on additional tasks, increasing challenges, decreasing demands, shaping ways of working etc. • Shaping interactions (nature, frequency) with others (clients, colleagues) at work • Changing cognitions regarding the job Recent definition based on the job demands-resources model by Tims and Bakker (2010): •
Job crafting is about increasing one's job resources and challenging demands (and decreasing hindrance demands) Jari Hakanen
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Job resources and job crafting are highly important for work engagement (N = 87 workplaces and 11468 employees)
Work engagement 5,3 8,2
0,8 1,9
Structural factors in the organization Stability of the organization Job contract etc
45,6
Individual demographics 26,8
Job resources and job crafting Job demands Team engagement
11
0,4
Jari Hakanen
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Crossover of engagement and friendliness (N = 470 dyads) A's positive patient contacts
A's engagement (self-rated and B’s rating)
+ +
+ A's friendliness (as rated by B)
B's friendliness (as rated by A)
+
+ B's positive patient contacts
+
B's engagement (self-rated and A’s rating)
(Perhoniemi, & Hakanen, 2013) Jari Hakanen
© Finnish Institute of Occupational Health
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Krista Jari
Lotta
II General overview of the Spiral of Inspiration – Innovative and flourishing workplaces (INSPI) – Research and Development project Piia
Anna
Anneli
Heli
Peter Anna
Merike
Saija
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Spiral of Inspiration: From research to development
Developmental projects 2013 - 2014 Overall picture of job resources in 87 Finnish workplaces
Vision of Phase III: 2016 - 2018
Phase II: 2013-2016
Phase I: 2011-2012 -
Individual
Team
Organization
Evaluating the interventions
Job crafting - workshops Paths to work engagement 2.0
Follow-up –survey autumn 2014
- Product development, - Dissemination of results - Research
Servant leadership coaching
Qualitative interviews: Best practices in best INSPI workplaces in terms of work engagement, job crafting, servant leadership, and other job resources
Jari Hakanen
© Finnish Institute of Occupational Health
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Theoretical model: From research to practice + Increasing resources and demands
Task, interpersonal, team, organizational resources
+ +
+ +
Servant leadership
+ Professional efficacy
+
Work engagement
+
+
Job crafting
-
-
+
Innovativeness, performance/ productivity, long-term health, commitment, and longer work careers
Boredom at work Decreasing or increasing demands/resources?
Jari Hakanen
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III
Three positive interventions focusing on servant leadership, job crafting, and team engagement
Jari Hakanen
© Finnish Institute of Occupational Health
–
www.ttl.fi
Developmental INSPI projects Wooden products factory: Servant leadership + job crafting Children’s day care centres: Servant leadership + job crafting
Registry office: Paths to work engagement
Bank: Paths to work engagement
Wooden products factory : Servant leadership
Wooden products factory : Servant leadership
Nuclear safety engineers: Servant leadership + job crafting
Photo printing services: Servant leadership + job crafting Jari Hakanen Jari Hakanen
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Servant leadership training Pre-assignment: My strengths and challenges as a supervisor
Info meeting
Video introduction
Assignment I
Assignment II
Assignment III
How do I already apply servant leadership In my job?
How do I strengthen elements of servantlLeadership in my job?
Facing challenges and adversities
Workshop I 4h Identifying servant leadership, personal goals and benefits
Workshop II 4h Developmental steps to becoming a servant leader
Servant leadership as a workplace culture
Challenges as a servant leader
Mobile app
Mobile app
Workshop IV 4h.
Workshop III 4h
Baseline Survey (for supervisors and followers)
Mobile app
Follow-up survey
Jari Hakanen
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Workshop V Optional Follow-up
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INSPI 2014 Follow-up (6 months later) –
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1.Workshop: From theory to practice Info-session
What is job crafting and why does it pay off? Pre-assignment: Characteristics of my job and working conditions that inspire me
How can I craft my job to improve my motivation and well-being?
Personal crafting plan for three weeks:
Mobile
Goal based on individual needs and motivations Encouragement to try different ways of crafting (e.g. increasing structural and social resources or engaging in cognitive crafting)
Ideas for and evaluation of daily job crafting and tracking of daily work engagement during the process
2.Workshop: from practice to learning Sharing job crafting experiences: learning from others and getting feedback from the group. Finding individual ways of job crafting and committing to them in the future.
Jari Hakanen
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Paths to Work Engagement/Työn Imu Polku® (TIP) − a process for work units including the supervisor Discussion with supervisor Info meeting with staff
Summary: •2 surveys •3 workshops •1 follow-up workshop •2 interim tasks for participants •2 meetings with supervisor
Workshop: Identifying job resources
Baseline survey
Group task at workplace
Workshop: Potential job resources
Workshop: Staying engaged during changes and preparing for possible adversities
Interim meeting with supervisor
• 7-8 months • Preferably max 25 participants
Group task at workplace
Interim meeting with supervisor
Follow-up survey and feedback
Follow-up workshop: We will stay engaged!
Jari Hakanen
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Paths to Work Engagement (TIP; Työn imu –polku®) is a positive intervention for workplaces Job resources
Personal resources
Work Flourishing and productive workplaces
engagement
Proactivity Communication, OCB Well-being Innovativeness
Jari Hakanen
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Aims • To identify and strengthen key job resources in the work unit/workplace - available job resources at the workplace ('strengths'), - potential job resources (resources that for some reason are not currently used in the organization), and - lacking job resources (that would be useful).
• To build positive collaboration, work engagement, and joint flourishing • To create an innovative, flexible work culture.
Jari Hakanen
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TIP suits different types of sectors and workplaces Conducted at 16 workplaces, representing, e.g. • • • • • • • • • • •
Restaurant and catering organization and food industry Lawyer organization Prison Hospital, retirement home, and home care Dental clinic Engineering organization Media house Mobile maintenance services Ministry of agriculture and forestry Bank Registry office Jari Hakanen
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Hospital ward for chronically ill patients (Koskela, dep. C 3) received an award for good elderly care
Head nurse: ”In the beginning we did small things. When the staff committed to the new goals, real improvements could be seen. Now the elderly patients take part in activities every day." TIP increased e.g.: - communication and collaboration - new ways of working - positivity - savouring happy moments and small successes together
Jari Hakanen
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Tak så meget Tuhannesti kiitoksia!
[email protected] www.ttl.fi/Inspi Jari Hakanen
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