PRESENTATION FOR POLICY AND PROGRAM PERSONNEL WORKFORCE RESILIENCY. Measures of Employee Experience

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1 PRESENTATION FOR POLICY AND PROGRAM PERSONNEL WORKFORCE RESILIENCY Measures of Employee Experience Dr. Nancy P. Rothbard David Pottruck Associate Professor University of Pennsylvania November 10, 2011

UNDERSTANDING EMPLOYEE EXPERIENCE Multitude of employee experience outcomes and measures Performance & Extra Role Behaviors Satisfaction, Commitment, and Turnover Health and Well Being Choosing which

2 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

Exhaustion Depersonalization Personal Accomplishment Engagement: Vigilance; Positive

3 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

4 MEASURES OF BURNOUT Emotional Exhaustion 1. I feel emotionally drained from my work 2. I feel used up at the end of the workday 3. I feel fatigued when I get up in the morning and have to face another day on the job 4. Working with people all day is really a strain for me 5. I feel burned out from my work 6. I feel frustrated by my job 7. I feel I m working too hard on my job 8. Working with people directly puts too much stress on me 9. I feel like I m at the end of my rope Depersonalization 1. I feel I treat some recipients as if they were impersonal objects 2. I ve become more callous toward people since I took this job 3. I worry that this job is hardening me emotionally 4. I don t really care what happens to some recipients 5. I feel recipients blame me for some of their problems Personal Accomplishment 1. I can easily understand how my recipients feel about things 2. I deal very effectively with the problems of my recipients 3. I feel I m positively influencing other people s lives through my work 4. I feel very energetic 5. I can easily create a relaxed atmosphere with my recipients 6. I feel exhilarated after working closely with my recipients 7. I have accomplished many worthwhile things in this job 8. In my work, I deal with emotional problems very calmly SOURCE: MASLACH BURNOUT INVENTORY

5 PRACTITIONER MEASURES OF ENGAGEMENT 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 SOURCE: HARTER, SCHMIDT, KILLHAM, AGRAWAL (2009)

6 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 job 3. My job inspires me 4. I am proud on the work that I do 5. 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 intensely 4. I am immersed in my work 5. I get carried away when I m working Vigor* Utrecht Work Engagement Scale Rothbard & Patil (2011) Engagement Scale Attention** 1. I spend a lot of time thinking about my work 2. I focus a great deal of attention on my work 3. I concentrate a lot on my work 4. 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 on 3. When I am working, I am completely engrossed by my work 4. When I am working, I am totally absorbed by it 5. Nothing can distract me when I am working Energy*** 1. At my work, I feel bursting with energy 1. I work with intensity on my job 2. At my job, I feel strong and vigorous 2. I exert my full effort to my job 3. When I get up in the morning, I feel like going to 3. I devote a lot of energy to my job work 4. I try my hardest to perform well on my job 4. I can continue working for very long periods at a 5. I strive as hard as I can to complete my job time 6. I exert a lot of energy on my job 5. At my job, I am very resilient, mentally *UTRECHT WORK ENGAGEMENT SCALE --SCHAUFELI & BAKKER (2003) **ROTHBARD (2001) *** RICH, LEPINE, & CRAWFORD (2010)

7 BURNOUT AND ENGAGEMENT META ANALYTIC RELATIONSHIPS SOURCES: LEE & ASHFORTH, 1996; TARIS, 2006; HALBESLEBEN (2010); CHRISTIAN, GARZA, SLAUGHTER, (2011)

8 BURNOUT AND ENGAGEMENT META ANALYTIC RELATIONSHIPS SOURCES: LEE & ASHFORTH, 1996; TARIS, 2006; HALBESLEBEN (2010); CHRISTIAN, GARZA, SLAUGHTER, (2011)

9 PREDICTORS OF BURNOUT

10 PREDICTORS OF ENGAGEMENT (I): JOB CHARACTERISTICS

11 PREDICTORS OF ENGAGEMENT (II): LEADERSHIP & DISPOSITION

12 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 or people do not have sufficient resources to meet demands (fit) Emotion Matters Engagement + Negative Affect Depletion Engagement + Positive Affect Enrichment Consequences for Performance, Commitment, Satisfaction, Turnover

13 WHAT DOES IT MEAN TO FIT IT? Work Environment Organization Vocation Work Group Job 13

14 WE KNOW A MISFIT WHEN WE SEE IT... 14

15 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 A. Kristof-Brown,

16 WHY DOES PE FIT MATTER? Kristof-Brown et al. (2005), JAP PJ Fit (demands-abilities) PJ Fit (needs-supplies) PO Fit (values) PG Fit (goals, values) 16

17 ILLUSTRATION #1: BOUNDARY MANAGEMENT & FIT- JOB SATISFACTION Job Satisfaction Integrators Segmentors Low High Perceived Access to Onsite Childcare (Integrating Policy) Source: Rothbard, Phillips, & Dumas, Organization Science.

18 BOUNDARY MANAGEMENT &FIT - COMMITMENT Organizational Commitment Integrators Segmentors Low High Perceived Access to Onsite Child Care (Integrating Policy) Source: Rothbard, Phillips, & Dumas, Organization Science.

19 BOUNDARY MANAGEMENT &FIT- COMMITMENT (CONTINUED) Organizational Commitment Integrators Segmentors Low Perceived Access to Flextime (Segmenting Policy) SOURCE: ROTHBARD, PHILLIPS, & DUMAS, ORGANIZATION SCIENCE. High

20 ILLUSTRATION #2 PRIOR EXPERIENCE, FIT & PERFORMANCE Performance Low High Low Cultural Fit High Cultural Fit Prior Occupational Experience SOURCE: DOKKO, WILK, ROTHBARD (2009). ORGANIZATION SCIENCE.

21 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 (see Edwards & 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

22 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

23 OTHER OUTCOME MEASURES

24 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.

25 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)

26 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'spolicies 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 organization 2. I enjoy discussing my organization with people outside it 3. I really feel as if this organization's problems are my own 4. 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 mepersonal meaning for me 8. I do not feel a strong sense of belonging to my organization (R)

27 IN ROLE AND EXTRA ROLE PERFORMANCE MEASURES In Role Performance 1. 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 Helping 1. 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. Voice 1. 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

Employee Engagement Survey (EES)

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