Discrepancy between individual and organizational values: Occupational burnout and work engagement among white-collar workers

Dyląg, Anna; Jaworek, Magdalena; Karwowski, Waldemar; Kożusznik, Małgorzata W.; Marek, Tadeusz

doi:10.1016/j.ergon.2013.01.002

Cited by 42 publications

(42 citation statements)

References 22 publications

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“…As expected, the findings of the present study indicated that value congruence was positively associated with teachers' work engagement. This result is consistent with earlier studies (Dylag et al, 2013;Sortheix et al, 2013). Value congruence represents the compatibility or similarity between individual values and organizational values (Edwards & Cable, 2009;Erdogan & Bauer, 2005).…”

Section: Discussionsupporting

confidence: 93%

“…Theoretically, teachers' work engagement refers to their willingness, need, desire and compulsion to participate and be successful in the educational process (Bomia et al, 1997). Work engagement is directly influenced by value congruence, autonomous motivation and controlled motivation (Dylag et al, 2013;Meyer & Gagné, 2008;Parker et al, 2010;Sortheix et al, 2013). Meanwhile, value congruence is positively related to the satisfaction of basic psychological needs, which is the key factor relating to autonomous and controlled motivation (Cable & Edwards, 2004).…”

Section: Discussionmentioning

confidence: 99%

“…In particular, the better fit between individual and organizational values, the greater likelihood of engagement behavior will be. For instance, Dylag, Jaworek, Karwowski, Kozusznik, and Marek (2013) found that there would be a decrease in work engagement under the condition of perceived discrepancy between individual and organizational values at work. Meanwhile, Sortheix, Dietrich, Chow, and Salmela-Aro (2013) concluded that value congruence were positively associated with work engagement in young adults group.…”

Section: Introductionmentioning

confidence: 96%

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Value congruence and teachers’ work engagement: The mediating role of autonomous and controlled motivation

Wang

You

et al. 2015

Personality and Individual Differences

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Section: Discussionsupporting

confidence: 93%

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 96%

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Value congruence and teachers’ work engagement: The mediating role of autonomous and controlled motivation

Wang

You

et al. 2015

Personality and Individual Differences

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“…These studies show mixed results. Dylag et al 136 found that each of the three dimensions of work engagement (i.e. vigour, dedication and absorption) was negatively correlated with emotional exhaustion and cynicism and positively correlated with professional self-efficacy.…”

Section: Stress/burnoutmentioning

confidence: 99%

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

Bailey

Madden

Alfes

et al. 2015

Health Services and Delivery Research

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BackgroundRecent studies have suggested engagement is linked with beneficial outcomes for individuals and organisations. Despite growing demand for resources and advice on engagement within the NHS, there has been no systematic evaluation of how engagement strategies can be developed and operationalised within the NHS.Objectives and research questionsTo evaluate evidence and theories of employee engagement within the NHS and the general workforce to inform policy and practice. Four research questions focused on definitions and models of engagement; the evidence of links between engagement and staff morale and performance; approaches and interventions that have the greatest potential to create and embed high levels of engagement within the NHS; and the most useful tools and resources for NHS managers in order to improve engagement.Review methodsEvidence was evaluated using a narrative synthesis approach involving a structured search of relevant academic databases and grey literature. The search yielded a final data set of 217 items, comprising 172 empirical papers, 38 theoretical articles, four meta-analyses and three books. From the grey literature, only 14 items were used in the analysis.Main findingsThere is no one agreed definition or measure of engagement. Existing approaches were grouped under three headings: a psychological state; a composite attitudinal and behavioural construct; and employment relations practice. Most fell under the first category, with the Utrecht Work Engagement Scale being the most prevalent. Most theorising around engagement used the job demands–resources framework. Thirty-five studies considered engagement and morale, and the most consistent finding was a positive link between engagement and life satisfaction, and a negative link between engagement and burnout. Some studies suggested that engagement was positively associated with organisational commitment and job satisfaction and negatively linked to turnover intentions. Of 42 studies that looked at performance and engagement, the strongest support was found for a link between engagement and individual in-role performance and a negative link between engagement and counterproductive performance outcomes. A link between engagement and higher-level performance outcomes was also found. Of 155 studies that explored approaches and interventions that promote engagement, the strongest support was found for the following: positive psychological states including resilience; job-related resources and job design features; positive leadership; perceived organisational support; team-level engagement; training and development. Only a small proportion of studies were based in health-care settings, making the application of evidence to wider contexts limited. Studies identified in the grey literature suggested that the focus of practitioner material was more on wider managerial issues than on psychological factors.ConclusionsThe synthesis highlights the complex nature of the engagement evidence base. The quality of evidence was mixed. Most studies were cross-sectional, self-report surveys, although the minority of studies that used more complex methods such as longitudinal study designs or multiple respondents were able to lend more weight to inferences of causality. The evidence from the health-care sector was relatively sparse. Only a few studies used complex methods and just two had taken place in the UK. The evidence synthesis suggests that employers might consider several factors in efforts to raise levels of engagement including development and coaching to raise levels of employee resilience, the provision of adequate job resources, and fostering positive and supportive leadership styles.FundingThis project was funded by the National Institute for Health Research (NIHR) Health Services and Delivery Research (HSDR) programme.

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“…Van der Heijden et al 2012found that workers with high time management skills were less likely to be distracted as a result of workplace boredom. Dylag et al (2013) found that if there was a conflict between a worker's personal values and the organizations there was a higher risk of professional exhaustion and decrease in work engagement. The work environment affects the mental and physical health of the knowledge worker (Ditton 2009;Kwon et al 2014;Richardson and Larsen 1997).…”

Section: Nature Of Knowledge Workmentioning

confidence: 99%

A Soft Systems Approach to Knowledge Worker Productivity—Analysis of the Problem Situation

Óskarsdóttir

Oddsson

2017

Economies

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Low knowledge worker productivity is an important problem that needs to be addressed. Current research addressing this problem is fragmented and deals with different isolated elements of the problem. There is a need for a holistic approach to knowledge worker productivity. This paper takes the first steps of a holistic approach to knowledge worker productivity by using soft systems methodology to describe the problem situation. The main challenge of this research was the abstraction of the results from two literature reviews into simple rich pictures and specific root definitions to identify the fundamentals of knowledge worker productivity. The problem situation was explored from the perspective of two problem owners, the organization and the individual knowledge worker. The rich picture from the perspective of the organization highlighted that the organization must communicate what they perceive as value and create a work environment that promotes collaboration, encourages knowledge sharing, motivates and fulfills the needs of their knowledge workers. The rich picture from the perspective of the individual knowledge worker highlighted the fact that knowledge workers need to manage their personal resources, be effective and efficient to maximize their own productivity. This paper attempts to integrate these two perspectives into a holistic view.

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Discrepancy between individual and organizational values: Occupational burnout and work engagement among white-collar workers

Cited by 42 publications

References 22 publications

Value congruence and teachers’ work engagement: The mediating role of autonomous and controlled motivation

Value congruence and teachers’ work engagement: The mediating role of autonomous and controlled motivation

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

A Soft Systems Approach to Knowledge Worker Productivity—Analysis of the Problem Situation

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