presentation for policy and program personnel workforce...
TRANSCRIPT
November 10, 2011
PRESENTATION FOR POLICY AND PROGRAM PERSONNEL WORKFORCE RESILIENCY
Measures of Employee Experience
Dr. Nancy P . RothbardDavid Pottruck Associate Professor
University of Pennsylvania
UNDERSTANDING EMPLOYEE EXPERIENCE
• Multitude of employee experience outcomes and measures
– Performance & Extra Role Behaviors
– Satisfaction, Commitment, and Turnover
– Health and Well Being
• Choosing which one to focus on depends on the problem that needs to be solved
– do we care about performance or turnover?– do we care about assessing if the job leads to stress or to
increased vigilance?
• We need to understand how they relate to one another
TWO KEY PROCESSES: BURNOUT AND ENGAGEMENT
• Two focal processes that explain & relate to many outcomes
– Burnout
– Engagement
• Burnout: Prevention focus; Stress & Coping; Depletion
– Emotional Exhaustion
– Depersonalization
– Personal Accomplishment
• Engagement: Vigilance; Positive psychology; Enrichment
– Psychological presence
– Definition still emerging
• Attention, Absorption, Energy
MEASURES OF BURNOUT
• Emotional Exhaustion1. I feel emotionally drained from my work2. I feel used up at the end of the workday3. I feel fatigued when I get up in the morning and have to face another day on the job4. Working with people all day is really a strain for me5. I feel burned out from my work6. I feel frustrated by my job7. I feel I’m working too hard on my job8. Working with people directly puts too much stress on me9. I feel like I’m at the end of my rope
• Depersonalization1. I feel I treat some recipients as if they were impersonal ‘objects’2. I’ve become more callous toward people since I took this job3. I worry that this job is hardening me emotionally4. I don’t really care what happens to some recipients5. I feel recipients blame me for some of their problems
• Personal Accomplishment1. I can easily understand how my recipients feel about things2. I deal very effectively with the problems of my recipients3. I feel I’m positively influencing other people’s lives through my work4. I feel very energetic5. I can easily create a relaxed atmosphere with my recipients6. I feel exhilarated after working closely with my recipients7. I have accomplished many worthwhile things in this job8. In my work, I deal with emotional problems very calmly
SOURCE: MASLACH BURNOUT INVENTORY
PRACTITIONER MEASURES OF ENGAGEMENT
SOURCE: HARTER, SCHMIDT , KILLHAM, AGRAWAL (2009)
• Gallup Q12: (paraphrased as items are copyrighted)
-Overall Satisfaction with Company-Know what is expected of me-Have what I need to do job right -Have the opportunity to do what I do best-Recent recognition or praise for work-Supervisor or co-worker cares about me-Someone at work encourages my development-My opinions matter-Feel job is important (mission of company)-Co-workers committed to quality work-Best friend-Someone at work talked about my progress.-Opportunities for learning and growth
• Meta Analytic Results show it correlates .48 with Performance
• Problem:
–Confounds Antecedents and Outcomes
RESEARCH BASED MEASURES OF ENGAGEMENT
• Dedication*1. I find the work that I do full of meaning and purpose
2. I am enthusiastic about my job3. My job inspires me4. I am proud on the work that I do5. To me, my job is challenging
• Absorption*1. Time flies when I'm working
2. When I am working, I forget everything else around me
3. I feel happy when I am working intensely4. I am immersed in my work5. I get carried away when I’m working
• Vigor*1. At my work, I feel bursting with energy
2. At my job, I feel strong and vigorous3. When I get up in the morning, I feel like going to
work4. I can continue working for very long periods at a
time5. At my job, I am very resilient, mentally
*UTRECHT WORK ENGAGEMENT SCALE -- SCHAUFELI & BAKKER (2003)**ROTHBARD (2001)*** RICH, LEPINE, & CRAWFORD (2010)
• Attention**1. I spend a lot of time thinking about my work
2. I focus a great deal of attention on my work3. I concentrate a lot on my work4. I pay a lot of attention to my work
• Absorption**1. When I am working, I often lose track of time
2. I often get carried away by what I am working on3. When I am working, I am completely engrossed by my
work4. When I am working, I am totally absorbed by it5. Nothing can distract me when I am working
• Energy***1. I work with intensity on my job
2. I exert my full effort to my job3. I devote a lot of energy to my job4. I try my hardest to perform well on my job5. I strive as hard as I can to complete my job6. I exert a lot of energy on my job
Utrecht Work Engagement Scale Rothbard & Patil (2011) Engagement Scale
BURNOUT AND ENGAGEMENT – META ANALYTIC RELATIONSHIPS
SOURCES: LEE & ASHFORTH, 1996; TARIS, 2006; HALBESLEBEN (2010); CHRISTIAN, GARZA, SLAUGHTER, (2011)
BURNOUT AND ENGAGEMENT – META ANALYTIC RELATIONSHIPS
SOURCES: LEE & ASHFORTH, 1996; TARIS, 2006; HALBESLEBEN (2010); CHRISTIAN, GARZA, SLAUGHTER, (2011)
PREDICTORS OF BURNOUT
PREDICTORS OF ENGAGEMENT (I): JOB CHARACTERISTICS
PREDICTORS OF ENGAGEMENT (II): LEADERSHIP & DISPOSITION
BURNOUT AND ENGAGEMENT: WHAT DO WE KNOW?
• Demands vs. Resources
– Demands not necessarily depleting to engagement, can increase it
– Only leads to burnout or lack of engagement when demands are physically & psychologically taxing orpeople do not have sufficient resources to meet demands (fit)
• Emotion Matters
– Engagement + Negative Affect à Depletion– Engagement + Positive Affect à Enrichment
• Consequences for Performance, Commitment, Satisfaction, Turnover
WHAT DOES IT MEAN TO “FIT IT”?
13
Organization
WorkGroup
Job
Work Environment
Vocation
WE KNOW A MISFIT WHEN WE SEE IT . . .
14
PERSON-ENVIRONMENT (P-E) FIT
• P-E Fit is:– the compatibility that exists when individual and
work environment characteristics are well matched
• It’s an umbrella term for fit that occurs with various aspects of the work environment:
– Vocation/Profession - “I’m a security analyst”– Organization – “I work for the DHS”– Team – “I’m a part of the X team”– Job – “I spend my day poring over data”
15• © A. Kristof-Brown, 2010
WHY DOES PE FIT MATTER?
16
PJ Fit (demands-abilities)
PJ Fit (needs-supplies)
PO Fit (values)
PG Fit (goals, values)
Kristof-Brown et al. (2005), JAP
3.50
4.00
4.50
5.00
5.50
6.00
6.50
7.00
Low High
Perceived Access to Onsite Childcare (Integrating Policy)
Job
Satis
fact
ion
IntegratorsSegmentors
ILLUSTRATION #1: BOUNDARY MANAGEMENT & FIT-JOB SATISFACTION
Source: Rothbard, Phillips, & Dumas, 2005. Organization Science.
BOUNDARY MANAGEMENT &FIT - COMMITMENT
2.70
3.00
3.30
3.60
3.90
4.20
4.50
4.80
Low High
Perceived Access to Onsite Child Care(Integrating Policy)
Org
aniz
atio
nal C
omm
itmen
t
IntegratorsSegmentors
Source: Rothbard, Phillips, & Dumas, 2005. Organization Science.
BOUNDARY MANAGEMENT &FIT- COMMITMENT (CONTINUED)
3.80
4.00
4.20
4.40
4.60
4.80
5.00
Low High
Perceived Access to Flextime (Segmenting Policy)
Org
aniz
atio
nal C
omm
itmen
t
IntegratorsSegmentors
SOURCE: ROTHBARD, PHILLIPS, & DUMAS, 2005. ORGANIZATION SCIENCE.
ILLUSTRATION #2 – PRIOR EXPERIENCE, FIT & PERFORMANCE
SOURCE: DOKKO, WILK, ROTHBARD (2009). ORGANIZATION SCIENCE.
2.22.32.42.52.62.72.82.9
33.13.2
Low High
Prior Occupational Experience
Perfo
rman
ce
Low Cultural Fit
High Cultural Fit
CONSEQUENCES OF MISFIT
• Working in an environment where your values and competencies do not align with organizational values and expectations leads to:
– Lower Satisfaction, Commitment
– Higher Turnover Intentions
– Higher Stress
– Smaller effect on performance, but can be negative
• Is Misfit always bad? What about the case of having more than what you want?
– On the one hand, more autonomy and separation of work and family than you want can decrease outcomes such as satisfaction and commitment (e.g., Edwards & Rothbard, 1999)
– On the other hand, having more than what you want on job security and good relationships at work does not decrease these outcomes (seeEdwards & Rothbard, 1999) 21
CONCLUSION
• Fit is an important factor that can influence employee experiences at work
• Burnout & Engagement are two important processes that relate to performance and psychological outcomes at work
• Engagement and Burnout are negatively related to one another
– Engagement has stronger effect on performance– Burnout has stronger effect on turnover intentions
OTHER OUTCOME MEASURES
SATISFACTION MEASURES
• Facet Measures (Minnesota Satisfaction Questionnaire)
– How satisfied are you with…• your work conditions?• your pay?• etc…
• Global Measures (overall, how satisfied are you with your job)
– 3 item measure from Edwards & Rothbard (1999)• My job is very enjoyable.• All in all, the job I have is great.• In general, I am satisfied with my job.
TURNOVER INTENT MEASURES
• Turnover Intent items (from or based on Mowday, Koberg, & MacArthur, 1984,
and Mobley, Horner, & Hollingsworth, 1978)
1. I will probably look for a new job in the near future.2. At the present time, I am actively searching for another job in a different organization.3. I do not intend to quit my job. (R)4. It is unlikely that I will actively look for a different organization to work for in the next year . (R)5. I am not thinking about quitting my job at the present time. (R)
COMMITMENT MEASURES
OCQ items (from Mowday, Steers, & Porter, 1979)1. I am willing to put in a great deal of effort beyond that normally expected in order to help this organization be successful.2. I talk up this organization to my friends as a great organization to work for .3. I feel very little loyalty to this organization. (R)4. I would accept almost any type of job assignment in order to keep working for this organization.5. I find that my values and the organization's values are very similar .6. I am proud to tell others that I am part of this organization.7. I could just as well be working for a different organization as long as the type of work was similar . (R)8. This organization really inspires the very best in me in the way of job performance.9. It would take very little change in my present circumstances to cause me to leave this organization. (R)10. I am extremely glad that I chose this organization to work for over others I was considering at the time I joined.11. There's not much to be gained by sticking with this organization indefinitely. (R)12. Often, I find it difficult to agree with this organization's policies on important matters relating to its employees. (R)13. I really care about the fate of this organization.14. For me, this is the best of all possible organizations for which to work.15. Deciding to work for this organization was a definite mistake on my part. (R)
Affective Commitment Scale (from Allen & Meyer 1990)1. I would be very happy to spend the rest of my career with this organization2. I enjoy discussing my organization with people outside it3. I really feel as if this organization's problems are my own4. I think that I could easily become as attached to another organization as I am to this one (R)5. I do not feel like 'part of the family' at my organization (R)6. I do not feel 'emotionally attached' to this organization (R)7. This organization has a great deal of personal meaning for me personal meaning for me8. I do not feel a strong sense of belonging to my organization (R)
IN ROLE AND EXTRA ROLE PERFORMANCE MEASURES
• In Role Performance1. This person fulfills the responsibilities specified in his/her job description.2. This person performs the tasks that are expected as part of the job.3. This person meets performance expectations. 4. This person adequately completes responsibilities.
• Extra Role Performance
– Helping1. This person volunteers to do things for this work group.2. This person helps orient new employees in this group.3. This person attends functions that help this work group.4. This person assists others in this group with their work for the benefit of the group.5. This person gets involved to benefit this work group.6. This person helps others in this group learn about the work.7. This person helps others in this group with their work responsibilities.
– Voice1. This person develops and makes recommendations concerning issues that affect this work group.2. This person speaks up and encourages others in this group to get involved in issues that affect the group.3. This person communicates his/her opinions about work issues to others in this group even if his/her opinion is different and others in the group disagree with him/her.4. This person keeps well informed about issues where his/her opinion might be useful to this work group.5. This person gets involved in issues that affect the quality of work life here in this group.6. This person speaks up in this group with ideas for new projects or changes in procedures.
SOURCE: VAN DYNE & LEPINE (1998) ACADEMY OF MANAGEMENT JOURNAL