Abstract:Increasing and new work demands drain employees' energy resources at work. This four-week longitudinal field experiment investigated the energizing potential of a respite intervention conducted at the workplace (either a simulated savoring nature intervention or a progressive muscle relaxation intervention). First, growth modeling analyses confirmed a linear trend for the growth of vigor and decline in fatigue across the days of the intervention group, indicating a typical upward resource trajectory. No change… Show more
“…Future research should endeavour to recruit larger sample sizes, although we acknowledge the challenges in doing so. Past research investigating workplace interventions demonstrate similar sample sizes to that in the present research (e.g., Clauss et al, ; Steidle et al, ). Future research using online platforms (for collecting data and/or delivering exercises) may consider including brief face‐to‐face interactions during the duration of the activity (e.g., one time per week, in addition to the initial training sessions) to increase response compliance.…”
Section: Discussionsupporting
confidence: 76%
“…Given that the MER intervention promotes the capacity to engage in process reappraisal (Chambers et al, ), we expected that those in the MER intervention would be more willing to invest their work engagement in proactive behaviour than those in the SN group. The SN intervention had the potential to aid employees to enhance vigour (Steidle et al, ), but did not include any activities to encourage employees to invest this in behaviours such as taking initiative. Thus, we proposed the following: Hypothesis 1 : The positive relationship between work engagement and proactive behaviour will be stronger for those in the MER intervention group in comparison to those in the SN intervention group.…”
Section: Proactive Behaviour During Economic Recessionmentioning
confidence: 99%
“…being connected to different environments), and compatibility between the natural setting and human inclinations (Kaplan, 1995). Steidle, Gonzalez-Morales, Hoppe, Michel, and O'Shea (2017) demonstrated that savouring nature is an effective workplace intervention which can enhance vigour among workers.…”
The global financial crisis and recession‐prompted budget cuts represent significant challenges to public sector organisations, limiting their ability to make changes to job design and increasing job demands. In such environments, primary interventions targeted at changing the job or the work are not always viable. In this research, we examine the effectiveness of a mindful emotion regulation (MER) intervention versus a “control” savouring nature (SN) intervention in terms of facilitating the investment of work engagement into proactive behaviours. We also examine how the job resource of supervisor justice impacts these relationships. We collected data from an Irish public sector organisation using a cluster randomised controlled trial design. The final sample comprised 108 participants (MER = 74; SN = 34). Results highlight the valuable role that job resources play as boundary conditions of psychological‐based interventions since the success of MER and SN depended on the participants’ perceptions of supervisor justice. When supervisor justice was high, a restorative SN exercise was effective in promoting proactive behaviours. When supervisor justice was low, a more complex cognitive and emotional exercise in the form of MER was required. We explain these results and consider their implications for future research.
“…Future research should endeavour to recruit larger sample sizes, although we acknowledge the challenges in doing so. Past research investigating workplace interventions demonstrate similar sample sizes to that in the present research (e.g., Clauss et al, ; Steidle et al, ). Future research using online platforms (for collecting data and/or delivering exercises) may consider including brief face‐to‐face interactions during the duration of the activity (e.g., one time per week, in addition to the initial training sessions) to increase response compliance.…”
Section: Discussionsupporting
confidence: 76%
“…Given that the MER intervention promotes the capacity to engage in process reappraisal (Chambers et al, ), we expected that those in the MER intervention would be more willing to invest their work engagement in proactive behaviour than those in the SN group. The SN intervention had the potential to aid employees to enhance vigour (Steidle et al, ), but did not include any activities to encourage employees to invest this in behaviours such as taking initiative. Thus, we proposed the following: Hypothesis 1 : The positive relationship between work engagement and proactive behaviour will be stronger for those in the MER intervention group in comparison to those in the SN intervention group.…”
Section: Proactive Behaviour During Economic Recessionmentioning
confidence: 99%
“…being connected to different environments), and compatibility between the natural setting and human inclinations (Kaplan, 1995). Steidle, Gonzalez-Morales, Hoppe, Michel, and O'Shea (2017) demonstrated that savouring nature is an effective workplace intervention which can enhance vigour among workers.…”
The global financial crisis and recession‐prompted budget cuts represent significant challenges to public sector organisations, limiting their ability to make changes to job design and increasing job demands. In such environments, primary interventions targeted at changing the job or the work are not always viable. In this research, we examine the effectiveness of a mindful emotion regulation (MER) intervention versus a “control” savouring nature (SN) intervention in terms of facilitating the investment of work engagement into proactive behaviours. We also examine how the job resource of supervisor justice impacts these relationships. We collected data from an Irish public sector organisation using a cluster randomised controlled trial design. The final sample comprised 108 participants (MER = 74; SN = 34). Results highlight the valuable role that job resources play as boundary conditions of psychological‐based interventions since the success of MER and SN depended on the participants’ perceptions of supervisor justice. When supervisor justice was high, a restorative SN exercise was effective in promoting proactive behaviours. When supervisor justice was low, a more complex cognitive and emotional exercise in the form of MER was required. We explain these results and consider their implications for future research.
“…Imamura et al (2015) found that positive change in depression partially mediated between a psychoeducational online intervention and work engagement at both three and six months post-intervention and Meyers and Van Woerkom (2017) found that positive affect mediated between personal resource building and work engagement as well as life satisfaction and reduced burnout. One study also observed that improved daily vigour mediated between a daily respite intervention and post-intervention vigour (Steidle, Gonzalez-Morales, Hoppe, Michel, & O'Shea, 2017). Daily vigour in this study referred to the work engagement sub-component and was viewed as an element of well-being due to its association with positive energy and the absence of fatigue.…”
Section: Mediators Of Work Engagement Interventionsmentioning
Work engagement is associated with important individual and organisational outcomes (e.g., employee health and well-being, performance). This narrative systematic review aims to synthesise the increasing number of work engagement interventions and inform future research by exploring: (1) the specific intervention foci, delivery methods and content of engagement interventions; (2) intervention effectiveness; and (3) underlying mediators and moderators. A systematic search for interventions employing a validated engagement measure revealed 40 studies. Five were personal resource building, twelve job resource building, three leadership training, eighteen health promotion, and two job and personal resource building. Twenty (50%) studies observed significant positive effects on work engagement, two (5%) had a negative effect, and eighteen (45%) had no effect. Job and personal resources, job demands and well-being were important mediators. Moderators included the specific intervention focus and delivery method, employee participation, manager support, and intervention level (top-down vs bottom-up). Bottom-up interventions, and job crafting and mindfulness interventions particularly, were most successful. Implementation difficulties were common, including poor response and attrition rates, and adverse factors (e.g. organisational restructuring, redundancy, economic downturn). We highlight implications for research and practice and stress the need to test underlying theories to build knowledge around how, why, and when interventions work. Effectiveness of work engagement interventions new, in-depth insights and knowledge around the characteristics of engagement interventions, how and why they work, and the difficulties faced during their implementation. We provide a more detailed synthesis of the specific intervention foci, delivery methods and content of interventions, their quality (a term we use here to refer to study design & associated factors such as sample sizes & type of control group), degree of successful implementation and effectiveness. These factors are, as yet, underexplored in the literature. This knowledge is important for guiding the efficient deployment of resources towards interventions appropriate for specific contexts and participants and which are most likely to yield positive results. This review responds to a call by Bailey, et al. (2015) to further knowledge around which engagement interventions are most effective and under which conditions. The literature clearly demonstrates the benefit of a qualitative exploration of how and why interventions work, which can allow, for instance, a more detailed exploration of study quality and degree of intervention implementation. Nielsen and Miraglia (2017) highlight how qualitative evaluations prevent erroneous conclusions from purely statistical evaluations, guide analysis of underlying mediators and moderators, and can investigate what kinds of intervention components work in different contexts, and why. For example, need satisfaction could be a mediator ...
“…Proactive vitality management strategies (Op den Kamp et al 2018a) • Work Attachment/Withdrawal o Composite of demands/resource crafting (Dierdorff & Jensen, 2018) o Avoidance role and resource crafting (Bruning & Campion, 2018) • Job Performance, Extra-role Behaviors, and Creativity o Increasing resources and decreasing demands (Demerouti et al, 2015; Dierdorff & Jensen, 2018; Nielsen et al, 2017; Tims et al, 2012) o Task crafting (Lin et al, 2017)* o Task-, relational-, skill, and cognitive crafting (Bindl et al, 2018)* o Proactive vitality management strategies (Op den Kamp et al 2018a; 2018b) • Subjective/Psychological Well-being o Task-, relational-, and cognitive job crafting (Slemp & Vella-Brodrick, 2014) o Seeking resources at work(Demerouti et al, 2015) • Vitality, Recovery, Fatigue, and Exhaustion o Micro-break strategies to manage energy at work(Zacher, Brailsford, & Parker, 2014) o Savoring nature and relaxation interventions at work(Steidle et al, 2017)* o Prosocial and meaning-related energy management strategies(Parker et al, 2017) o Proactive vitality management strategies (Op denKamp et al 2018a) …”
In recent years, there has been heightened interest in the active role of employees in shaping activities and experiences in their pursuit of optimal functioning (i.e., feeling and performing well), referred to as job-, leisure-, home-, and work-life balance crafting. Various perspectives have emphasized distinct dimensions within the crafting process (i.e., motives, behaviors, life domains, and outcomes) yielding a rich but fragmented theoretical account. With psychological needs satisfaction as the underlying process, we propose an integrative model to account for past conceptualizations of crafting motives and efforts across a person´s various role identities. This integration highlights the importance of recognizing unfulfilled needs, matching needs and crafting efforts, within-and between-level temporal dynamics of the crafting process, and possibilities for spillover and compensation processes across identity domains. Accordingly, the Integrative Needs Model of Crafting explains a) why and how people craft, b) when and why crafting efforts may (not) be effective in achieving optimal functioning, c) the sequential process of crafting over time, and d) how crafting processes unfold across different identity domains.
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