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Consequences of workaholism and work engagement for spanish
 

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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    Consequences of workaholism and work engagement for spanish Consequences of workaholism and work engagement for spanish Presentation Transcript

    • 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
    • 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)?
    • Selfishpassionforwork
      Work engagement (Schaufeli & Bakker, 2003)
      Vigor
      Dedication
      Absorption
      Workaholism (Schaufeli, Taris & Bakker, 2006)
      Excessive working
      Compulsive working
    • 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
    • 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)
    • 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).
    • 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.
    • 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
    • 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
    • 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.