The Antecedents of Employee Engagement

Professor Katie TrussUniversity of Sussex

These are emerging findings based on independent research funded by the National Institute for Health Research (Health Services and Delivery Research, 12/5004/01 – Enhancing and Embedding Staff Engagement in the NHS: Putting Theory into Practice). The views expressed in this publication are those of the author(s) and not necessarily those of the NHS, the National Institute for Health Research or the Department of Health.

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Enhancing and Embedding Staff Engagement in the NHS: Putting Theory into PracticeResearch team: Professor Katie Truss (Sussex University), Dr Adrian Madden (Sussex University), Dilys Robinson (IES), Dr Kerstin Alfes (Tilburg University), Luke Fletcher (IES), Jenny Holmes (IES), Jonathan Buzzeo (IES), Professor Graeme Currie (Warwick University)

© Katie Truss

Total: 42 studies in health care, 2 in UK

Psychological states: 11 studies

Most cross sectional: motivation, self-tuning, personal resources, low levels of negative affect.

Two more complex studies found eg job satisfaction driver of engagement

Drivers of Engagement in Health Care

© Katie Truss

Examined whether workaholism, burnout and engagement were driven by the same motivation

Studied 544 nurses and 216 doctors in China

Found that workaholism was associated with motivation to avoid negative self perception

Found that engagement was positively associated and burnout negatively associated with meaningful work and enjoyment of work

Example: van Beek et al (2012)

© Katie Truss

Leadership and management: 8 studies

Cross-sectional studies: authentic leadership, supervisory support, empowering leadership,

2 complex studies looked at authentic and ‘consideration-focused’ leadership

Drivers of Engagement in Health Care: Leadership & Management

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Examined link between authentic leadership, nurses’ trust in their manager, engagement, voice behaviour and unit care quality

Study of 280 nurses in acute care hospitals in Ontario

Authentic leadership was associated with trust in manager and engagement, which in turn predicted voice behaviour and perceived unit care quality

Example: Wong et al (2010)

© Katie Truss

Job design: 22 studies

Job resources: 12 studies incl 2 longitudinal

Job demands: 9 studies, inconclusive

Single cross-sectional studies eg: joy of working, autonomy, control, positive work relationships, active coping, empowerment linked with engagement.

Drivers of Engagement in Health Care: Job Design

© Katie Truss

Organisational and team factors: 12 studies Range of factors eg service climate, positive psychological contract,

developmental management approaches, empowerment, the nurse practice environment, satisfaction with teamworking and support, a holistic care climate; one study found a negative link between sexual harassment and engagement.

All studies were cross-sectional Responses to interventions: 2 studies Participation in an offsite programme focused on the true meaning

of caring raised engagement levels amongst 17 nurses. But, engagement levels did not significantly change amongst a large group of hospital nurses and midwives following a workload intervention exercise.

Drivers of Engagement in Health Care: Other

© Katie Truss

Study of the impact of a caring based programme aimed at improving work engagement of nurses in USA

3 day off-site programme for nurses over the age of 45

17 participants completed pre-and post-programme survey

Showed that leadership strategies aimed at improving engagement using caring theories have a positive impact on engagement

Showed that work environments with a sense of belonging and teamwork and where staff are allowed time to ‘decompress’ and build positive work relationships improve engagement.

Example: Bishop (2013)

© Katie Truss