Consequences of workaholism and work engagement for spanish

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Presented at the 15th European Congress of Work and Organisational psychology (EAWOP), May 25-28, 2011, Maastricht, The Netherlands

Presented at the 15th European Congress of Work and Organisational psychology (EAWOP), May 25-28, 2011, Maastricht, The Netherlands

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  • 1. Consequences of workaholism and work engagement for Spanish entrepreneurs
    Juan A. Moriano.
    Universidad Nacional de Educación a Distancia (UNED), Spain.
    MarjanJ. Gorgievski
    Erasmus University Rotterdam, The Netherlands.
    15th conference of the EAWOP,  Maastricht, 27 May 2011
  • 2. Introduction
    What predicts good entrepreneurial performance?
    Personality (e.g., Rauch & Frese, 2007; Zhao & Seibert, 2006)?
    Competencies (e.g. Markman, 2007)?
    Selfish passion for work (e.g., Shane, Locke & Collins, 2003)?
  • 3. Selfishpassionforwork
    Work engagement (Schaufeli & Bakker, 2003)
    Vigor
    Dedication
    Absorption
    Workaholism (Schaufeli, Taris & Bakker, 2006)
    Excessive working
    Compulsive working
  • 4. In-Role
    Working
    Performance
    excessively
    .44
    .32
    .78
    .63
    -.47
    Extra -
    Role
    .33
    .25
    Working
    Performance
    Compulsively
    .18
    .05
    .53
    -.40
    Work
    Innovativeness
    Engagement
    .24
    Passion and Performance
    Gorgievski, Bakker & Schaufeli, 2010
  • 5. Dual pathway
    Work engaged people work from a positive motivation, related to positive affect, broader scope of attention, better performance (Frederickson, 2001) and beter well being
    Workaholics work from a negative motivation, related to negative affect, narrower scope of attention. Performance may be good at the cost of poorer well-being through resource (energy) depletion
    (Gorgievski, Bakker & Schaufeli, 2010; Gorgievski & Bakker, 2010)
  • 6. Method
    Sample
    226 Spanish entrepreneurs.
    59.1% men and 40.9% women
    A mean age of 42 years (SD = 10.25).
    Measures
    Work Engagement: 9-item UWES (Schaufeli, Bakker, & Salanova, 2006)
    Workaholism: 20-item DUWAS (Schaufeli& Taris, 2004)
    Affective state: 20-item PANAS (Watson, Clark, & Tellegen, 1988)
    Innovative behavior: 9-item scale of individual innovative behavior (Janssen, 2001)
    Work Overload: 7-item scale (VBBA; Veldhoven & Meijman)
    Business performance: 3-item self-reported business performance scale (Dej, 2011).
    Entrepreneurial satisfaction: 5-item self-reported satisfaction scale (adapted version of the satisfaction of life scale by Diener).
  • 7. Method: Data Analysis
    Data were analyzed using SmartPLS(Ringle et al. 2005).
    Standardized data were used in the analysis
    missing data (n = 9) were excluded listwise
    Significance was evaluated using bootstrapping of 500 samples of 177 cases, which led to a critical t-value of 1.96 for p < .05.
  • 8. ResultsforWorkengagement
    Subjective business Performance
    Innovative behavior
    .24
    .58
    .27
    -.19
    .50
    Positive affect
    Work engagement
    .63
    -.23
    Negative affect
    .19
    .30
    Entrepreneurial satisfaction
    Work overload
    -.19
  • 9. ResultsforWorkaholism
    Subjective business Performance
    Innovative behavior
    .24
    .27
    .56
    -.19
    Positive affect
    Workaholism
    .62
    .58
    -.29
    Negative affect
    .19
    .53
    Entrepreneurial satisfaction
    Work overload
    -.18
  • 10. Conclusions and Discussion
    Results are in line with the dual path model
    Workaholismis negative for entrepreneurs’ well being (i.e. affective state and satisfaction).
    However, in terms of self-reported business performance, workaholism seems to lead entrepreneurs to innovation by spending a lot of time trying to solve problems and not give up.
    Work engagementis related strongly to entrepreneurs’ innovative behavior and positive affective state.
    However, work engagement increases work overload, which is turn, decreases work satisfaction.