Consequences of workaholism and work engagement for Spanish entrepreneurs<br />Juan A. Moriano. <br />Universidad Nacional...
Introduction<br />What predicts good entrepreneurial performance?<br />Personality (e.g., Rauch & Frese, 2007; Zhao & Seib...
Selfishpassionforwork<br />Work engagement (Schaufeli & Bakker, 2003)<br />Vigor<br />Dedication<br />Absorption<br />Work...
In-Role <br />Working <br />Performance<br />excessively<br />.44<br />.32<br />.78<br />.63<br />-.47<br />Extra -<br />R...
Dual pathway<br />Work engaged people work from a positive motivation, related to positive affect, broader scope of attent...
Method<br />Sample<br />226 Spanish entrepreneurs.<br />59.1% men and 40.9% women<br />A mean age of 42 years (SD = 10.25)...
Method: Data Analysis<br />Data were analyzed using SmartPLS(Ringle et al. 2005). <br />Standardized data were used in the...
ResultsforWorkengagement<br />Subjective business Performance <br />Innovative behavior<br />.24<br />.58<br />.27<br />-....
ResultsforWorkaholism<br />Subjective business Performance <br />Innovative behavior<br />.24<br />.27<br />.56<br />-.19<...
Conclusions and Discussion<br />Results are in line with the dual path model<br />Workaholismis negative for entrepreneurs...
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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

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Consequences of workaholism and work engagement for spanish

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

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