From Problem to Solution

Bakker 2023 - Burnout definition (Freudenberger 1974)

A state of mental and physical exhaustion caused by one's professional life

Bakker 2023 - Core symptoms of burnout

Loss of motivation; cynicism; emotional exhaustion

Bakker 2023 - Burnout prevalence

10% of workers in European countries and 17% in non-European countries

Bakker 2023 - Two issues with burnout research

Instruments were not developed for diagnostic purposes; overlap between burnout and depression is very high

Bakker 2023 - Work engagement definition (Kahn 1990)

Harnessing of organization members' selves to their work roles: people employ and express themselves physically; cognitively; emotionally and mentally during role performance

Bakker 2023 - Engagement as the opposite of burnout

Energy (instead of exhaustion); involvement (instead of cynicism); efficacy (instead of ineffectiveness)

Bakker 2023 - Work engagement definition (Schaufeli et al. 2002)

A positive; fulfilling; work-related state of mind characterized by vigor; dedication; and absorption

Bakker 2023 - Work engagement prevalence

About 70% in Europe

Bakker 2023 - What engagement feels like

Enthusiasm about the content of work and excitement regarding the tasks

Bakker 2023 - Situational antecedents of burnout

Job demands (role ambiguity; role conflict; role stress; stressful events; workload; work pressure) raise burnout while job resources lower it

Bakker 2023 - Individual antecedents of burnout

Neurotic people are more prone; extraverted and agreeable and conscientious employees are less prone; emotional intelligence and emotional stability lower burnout

Bakker 2023 - Situational antecedents of engagement

Job resources: autonomy; social support; feedback; task significance

Bakker 2023 - Lesener et al. (2020) resource levels

Group-level resources; leader-level resources; organizational-level resources

Bakker 2023 - Mazzetti et al. (2021) resource types

Social resources (coworker support); job resources (task variety); organizational resources (organizational justice); developmental resources (career perspective)

Bakker 2023 - Individual antecedents of engagement

Optimism; self-efficacy; conscientiousness; positive affect; proactive personality; Big Five traits

Bakker 2023 - Why emotional intelligence raises engagement

People gain more emotional resources in interactions

Bakker 2023 - Health consequences of burnout

Sleep difficulties; headaches; colds; increased mortality (under 45 years)

Bakker 2023 - Burnout and absenteeism

Emotional exhaustion leads to absenteeism

Bakker 2023 - Burnout and turnover

Depersonalization leads to turnover

Bakker 2023 - Burnout and job performance

Reduced personal accomplishment leads to lower job performance

Bakker 2023 - Why burnout is dangerous in healthcare

Burnout leads to errors and therefore unsafe patients

Bakker 2023 - Motivational consequences of engagement

Openness to experience; commitment; creativity (also linked to ethical leadership and identification with the company); personal happiness

Bakker 2023 - Job-related consequences of engagement

Engagement mediates between other constructs and job performance; it also leads to commitment and satisfaction

Bakker 2023 - Job demands definition

Physical; psychological; social or organizational aspects of the job that require sustained effort and are therefore associated with physiological and/or psychological costs

Bakker 2023 - Job resources definition

Aspects of the job that have motivating potential; help achieve work goals; regulate the impact of job demands; and stimulate personal growth

Bakker 2023 - JD-R proposition 2 - two processes

Health impairment process and motivational process

Bakker 2023 - JDR Health impairment process

Job demands lead to depleted resources and then to exhaustion and health problems

Bakker 2023 - JDR Motivational process

Job resources satisfy psychological needs and lead to creativity and improved performance

Bakker 2023 - JD-R proposition 3

Job demands and resources have a multiplicative impact on employee well-being

Bakker 2023 - Buffer hypothesis

Job resources weaken the impact of job demands on strain

Bakker 2023 - Boost hypothesis

Job demands amplify the impact of job resources on work engagement (and work motivation)

Bakker 2023 - JD-R proposition 4

Personal resources (optimism; self-efficacy; resilience) have a reciprocal relationship with job resources

Bakker 2023 - JD-R proposition 5

Personal resources moderate the impact of job demands on employee well-being

Bakker 2023 - JD-R proposition 6

Employees optimize their own job demands and resources via job crafting

Bakker 2023 - JD-R proposition 7 - gain cycle

Work engagement can instigate a gain cycle of proactive work behaviors; resources and optimal job demands

Bakker 2023 - JD-R proposition 8 - self-undermining

Demands and strain may lead to maladaptive self-regulation: dysfunctional behaviors (e.g. poor communication) that create obstacles and undermine performance

Bakker 2023 - JD-R proposition 9 - loss cycle

Job strain can instigate a loss cycle of self-undermining and job demands

Bakker 2023 - Person x Situation approach

Adds personality to JD-R; stability of the person and variability of the situation in one model; personality moderates the daily effects of demands and resources on well-being

Bakker 2023 - Multilevel JD-R theory

Employees are nested in teams and teams in organizations; decisions trickle down from top management and impact well-being and performance

Bakker 2023 - Psychosocial safety climate

When employees perceive that management takes care of them they report richer job demands and resources and higher work engagement

Bakker 2023 - Job crafting (proactive approach)

Optimizing job demands by simplifying work processes; working more efficiently; bypassing unproductive processes; positively related to engagement and performance

Bakker 2023 - Proactive vitality management

Behavior aimed at improving one's own physical and psychological resources (e.g. a walk in nature); improves creativity and engagement

Bakker 2023 - Playful work design

Creating conditions that foster play and enjoyment without changing the job design itself (e.g. making games); satisfies the need for autonomy

Bakker 2023 - Work-Home Resources model (Ten Brummelhuis & Bakker 2012)

Job and home demands/resources influence outcomes in the other domain through volatile personal resources (time; mood; energy)

Bakker 2023 - What moderates work-home spillover

Macro resources (culture; welfare) and key resources (personality; skills)

Briner & Rousseau 2011 - British Medical Journal editorial (1991)

Only about 15% of medical interventions are supported by solid scientific evidence

Briner & Rousseau 2011 - Evidence-based practice definition

Using the best available evidence to inform practice and decision-making; actively evaluating and integrating sources rather than blindly following research

Briner & Rousseau 2011 - Evidence base is constantly changing

New research can replace or refine existing knowledge

Briner & Rousseau 2011 - Origin of evidence-based practice

Medicine; later adopted in nursing; education; social work; criminology; government policy; and management

Briner & Rousseau 2011 - Why claiming to use evidence is not enough

Claiming to use evidence does not mean a practice is actually evidence based

Briner & Rousseau 2011 - Evidence-based management definition

Decisions through the conscientious; explicit; and judicious use of 4 sources of evidence

Briner & Rousseau 2011 - The 4 sources of evidence

Practitioner expertise and judgment; evidence from the local context; critical evaluation of the best available research; perspectives of people affected by the decision

Briner & Rousseau 2011 - Conscientious use of evidence

Carefully consider potentially conflicting information

Briner & Rousseau 2011 - Explicit use of evidence

Clearly and systematically show how each source influenced the decision

Briner & Rousseau 2011 - Judicious use of evidence

Critically evaluate the validity and relevance of each source

Briner & Rousseau 2011 - Does evidence-based mean acting only with strong evidence?

No - it means making the best possible decision given the available evidence

Briner & Rousseau 2011 - Context in evidence-based decisions

One source may be more relevant or of higher quality than another depending on the context

Briner & Rousseau 2011 - Is I-O psychology evidence based?

Authors argue it is NOT yet strongly evidence based despite valuing scientific evidence (meta-analyses)

Briner & Rousseau 2011 - Received wisdom

Practitioners may rely on it without checking whether newer evidence supports it

Briner & Rousseau 2011 - Research-practice gap

Practitioners think practice is ahead of research and researchers think science is ahead of practice; each values their own knowledge sources

Briner & Rousseau 2011 - Consequence of fewer practitioner authors

Academics are the ones asking the research questions and interpreting the answers

Briner & Rousseau 2011 - Practice-oriented research

Research designed around real-world problems and the conditions under which interventions actually work

Briner & Rousseau 2011 - Engaged scholarship

Academics and practitioners work together throughout the research process

Briner & Rousseau 2011 - Researcher-oriented evidence

Rigorous and generalizable findings about psychological phenomena

Briner & Rousseau 2011 - Practice-oriented evidence

Evidence about how an intervention works in particular organizational situations

Briner & Rousseau 2011 - GMA example of the knowledge transfer gap

GMA predicts job performance but organizations may avoid intelligence tests due to acceptability or adverse impact or added value concerns

Briner & Rousseau 2011 - Systematic review definition

Literature review that follows scientific methods to limit bias by identifying; appraising and synthesizing all relevant studies on a question (can include qualitative evidence)

Briner & Rousseau 2011 - Meta-analysis vs systematic review

A meta-analysis is a type of systematic review using quantitative data and statistical synthesis

Briner & Rousseau 2011 - Main benefit of systematic reviews

Show what is known and not known and how strong the evidence is; they can lead to guidelines and identify research gaps

Briner & Rousseau 2011 - Goal of the systematic review process

Make evidence gathering transparent; systematic; and reproducible

Briner & Rousseau 2011 - Barriers to evidence-based practice

Apparent lack of demand from clients: short-term goals; fashionable practices; clients who have already decided on an intervention

Briner & Rousseau 2011 - Barriers to evidence-based practice

Practitioners trained at master's level learn I-O in unsupervised ways; limited training in systematic reviews; articles are expensive and hard to interpret

Briner & Rousseau 2011 - Barriers to evidence-based practice

Focus on marketing: reluctance to admit limits of knowledge because skepticism is less attractive than confident promotion

Briner & Rousseau 2011 - Barriers to evidence-based practice

Organizational politics: leaders rely on personal experience and authority; evidence can expose differences in values and interests

Briner & Rousseau 2011 - Solution for practitioners

CPD and training on how to search for; critically evaluate; and apply evidence

Parker et al. 2017 - Job vs job design

A job is a bundle of tasks given to a worker and job design is the content and organization of those tasks

Parker et al. 2017 - Work design definition

Broader term: the content and organization of tasks; activities; relationships; and responsibilities (includes crafting and team-level design)

Parker et al. 2017 - History of job simplification

Smith (1776) division of labor → Taylor (1911) scientific management → Ford assembly line (1913)

Parker et al. 2017 - Result of job simplification

Narrow low-autonomy jobs became the norm; workers were dissatisfied → turnover; strikes; absenteeism; poor mental health

Parker et al. 2017 - Why work design research grew

As a reaction to dissatisfaction with simplified jobs (17000+ articles now)

Parker et al. 2017 - Red cluster (biggest)

Sociotechnical systems and autonomous work groups

Parker et al. 2017 - Green cluster

Job characteristics model

Parker et al. 2017 - Blue cluster

Job demands-control model

Parker et al. 2017 - Pink cluster

Job demands-resources model

Parker et al. 2017 - Yellow cluster

Role theory

Parker et al. 2017 - Problem with the clusters

They reflect history more than topic similarity so there are likely missed links between them

Parker et al. 2017 - Sociotechnical approach

Optimize the social AND technical sides of work together

Parker et al. 2017 - Autonomous work groups (AWGs)

Teams do a whole task; have a range of skills; and control when and how work is done

Parker et al. 2017 - AWG evidence

Mostly positive (productivity; quality; satisfaction) but inconsistent

Parker et al. 2017 - Reasons for inconsistent AWG results

Level of analysis problems; poor implementation; task interdependence; context

Parker et al. 2017 - Gap in sociotechnical research

The technology side has been studied less

Parker et al. 2017 - Job Characteristics Model (JCM) authors

Hackman & Oldham (1975; 1976; 1980) - the most influential work design model

Parker et al. 2017 - 5 core job characteristics

Skill variety; task identity; task significance; autonomy; feedback from the job

Parker et al. 2017 - JCM structure

Core characteristics → 3 critical psychological states → personal and work outcomes; moderated by growth need strength

Parker et al. 2017 - JCM evidence

The 5 characteristics predict many outcomes but the full model has limited support; little support for growth need strength as moderator

Parker et al. 2017 - Legacy of the JCM

Made the 5 characteristics the standard way to describe work

Parker et al. 2017 - Job Demands-Control model (Karasek 1979)

Health effects of work design; strain is highest when demands are high and control is low; control buffers demands

Parker et al. 2017 - Addition to the demand-control model

Social support (Karasek & Theorell 1990)

Parker et al. 2017 - Demand-control evidence

Demands → stress and burnout (strong); control → well-being (strong); demands x control interaction → mixed and mostly not supported

Parker et al. 2017 - Challenge demands

Workload and time pressure; can help growth