1
Q
Types of work performance
A
- Productivity
- In-role performance
- Extra-role performance
- Counterproductive work behaviour
- Productivity loss
2
Q
Labor productivity
A
Labor productivity is an economic term that concerns the added value through labour per unit of time per one person.
3
Q
Productivity
A
The contribution to the gross domestic product.
4
Q
How do economists view productivity on the individual level?
A
They often view the salary or wage costs as an indication for the individuals productivity.
5
Q
How does the company look at productivity?
A
It is often about the difference between the added value for the company and the wage costs of the employee.
6
Q
What happens when someone contributes more than they cost? And if they contribute less than they cost?
A
If someone contributes more than they cost, hiring or keeping them in employment is favourable.
If someone contributes less than they cost, the company would prefer to get rid of this person.
- In this case, productivity is compared to the wage costs.
7
Q
Does a higher salary automatically mean that that person is more productive then someone with a lower salary?
A
Due to the wage structure (more or less a more automatic periodic pay rise) older employees often have a higher salary, whereas their productivity is not necessarily higher than that of younger employees.
8
Q
In-role performance
A
- How well are you satisfying formal requirements set for your job?
- There can be a lot of conflicting requirements
- There are a lot of indirect tasks
- It doesn’t always reflect the quality of the work
9
Q
Extra-role performance
A
Definition: demonstrating behaviour that benefits the organisation which goes beyond the existing or formal role expectations.
This is also called Organisational Citizenship Behaviour
This includes attending meetings and not being negative about the company in difficult times
10
Q
Counterproductive work behaviour
A
Definition: intentional employee behaviour that harms the legitimate interests of the company.
E.g., theft, obstruction, speaking ill of the company, luring customers away for personal gain.
This appears to be the opposite of extra-role performance
- It has a moderative strong negative correlation with
- There are people who show both types of behaviour
11
Q
Monkey experiment
A
Monkeys could exchange stones for cucumbers, in the second experiment some monkeys would still get cucumber in exchange for stones but their neighbours got grapes for the exact same stones.
This shows that even monkey can assess their outcomes relative to those of others and that unfair distribution leads to frustration.
Other research shows that chimps are sometimes bothered by being overpaid, relative to other chimps, and share their food.
12
Q
Sample and study design of Ybema et al. (2016) on Longitudinal relationships between
organizational justice, productivity loss and sickness absence among older employees
A
Study on organisational justice and productivity loss due to sickness absence and presenteeism.
Longitudinal study
Measurements in 2010, 2011 and 2012
Internet questionnaire once a year
7011 employees included in the study on stream
- Stream = the study on transitions in employment ability and motivation
13
Q
Measurement of justice in Ybema et al. (2016)
A
Procedural justice
- Complaints of employees are taken seriously
- 1 = strongly disagree, 5 = strongly agree
Distributive justice
- What do you think of your salary if you compare your efforts at work to those of your colleagues?
o 1 = far too low, 3 = exactly right, 5 = far too high - What do you think of the appreciation you receive if you compare your efforts at work to those of your colleagues?
o 1 = far too low, 3 = exactly right, 5 = far too high
14
Q
Productivity loss Ybema et al. (2016)
A
How much work have you done in the past 4 weeks compared to what you would usually do? This only concerns the days you have worked in the past 4 weeks.
15
Q
What kind of design wat Ybema et al. (2016)
A
A complete panel design on
- Appreciation and productivity loss
- Appreciation and absenteeism
16
Q
Longitudinal relationships of Ybema et al. (2016)
A
17
Q
Organisational health policy
A
- Workplace Health Promotion
- Occupational Safety and Health
- Integration
18
Q
WHP
A
Workplace Health Promotion
- Focus on the person
- E.g., tries to improve vitality, lifestyle, resilience
- This can be focused on duration, recovery from health, returning to work after sickness absence, prevention such as risk groups or on amplition (improvement of health of all workers).
19
Q
OSH
A
Occupational Safety and Health
- Focus on the job, content and working conditions
- Try to reduce the exposure to occupational health hazards or excessive job demands
20
Q
Integration
A
Focus on the whole organisation
Comprehensive health policy (CSR)
- Health is considered a strategic issue in management
- Strong health and safety culture is promoted
Total Worker Health (CDC, NIOSH)
- If workplace health promotion and occupational safety and health are integral parts of the business operations, you can regard this as an example of corporate social responsibility. Especially when the organisation also focuses on a healthy, social and visible environment.
- In the USA this integrated perspective on health policy is called “total worker health”.
o “Total worker health” is a program of the centres for disease control and the national institute of occupational safety and health.
21
Q
Study on Health at Work (SHAW)
A
An example of the effects of health policy.
22
Q
The study design of SHAW
A
- Longitudinal study
- 3 annual measurements: 2004, 2005, 2006
- Internet panel
- T1: 2502 employees
- T1 + T2 + T3: 1597 employees (full data)
23
Q
Health policy measurement of SHAW
A
10 items in the questionnaire
5 point scale
- 1 = strongly disagree to 5 = strongly agree
Questions about strategy as well as occupational safety and health, workplace health promotion, healthy environment and healthy costumers.
- The scale gives a indication of comprehensive health policy, which focuses not only on the employees’ health but also on the health and well-being of customers and the environment
24
Q
Complete panel design of SHAW
A
The answers to the scale are first analysed with a complete panel design.
They examined how health policy is related to future work outcomes.
Work outcomes: job satisfaction, burnout and sickness absence, controlled for earlier work outcomes.
They also examined reverse effects.
25
Measurements of SHAW
- Sickness absence is the number of sickness absence days in a year
- Burnout considers emotional exhaustion with questions from a scale.
- Job satisfaction is a single question.
26
Longitudinal effects of health policy
Health policy
- Improves job satisfaction
- Reduces burnout and absence duration
Burnout and sickness absence reinforce each other over time
- Burnout predicts future sickness absence and sickness absence predicts future burnout symptoms
There were no reversed effects on how positive the health policy is regarded
- This strength the conclusion that health policy can be seen as a cause of these changes in work outcomes rather than their effect
This study showed that a good health policy contributes to positive work outcomes. However, it largely remained unclear how such a policy influences these outcomes.
27
What was the follow-up study on SHAW?
Another study used the same dataset but examined how health policy influenced dedication of employees. Effect of health policy on dedication (work engagement)
- Dedication is one of the core dimensions of work engagement (UWES was used).
28
What are the explanatory variables of the study on health policy and dedication?
Explanatory variables (resources)
- Autonomy
- Social support from supervisor
- Social support from colleagues
- Procedural justice
- Distributive justice
It was reasoned that health policy would enhance these resources and as a result improve the dedication of the employees.
29
Analyses of the study on health policy and dedication
They used employees that did not change their jobs during the study period.
At first the dedication was relatively stable over a 2 year period. But the health policy had a substantial positive effect on dedication, controlling for earlier dedication. This means that the employer does have an influence on work engagement.
30
To which extent does health policy influence autonomy, social support and justice in the study on health policy and dedication?
- Health influence did not influence autonomy
- Health influence lead to an increase in support from the supervisor and colleagues, and to an increase in experienced procedural and distributive justice.
31
32
Are there any indirect effects in the study on health policy and dedication? And if yes, which?
The job resources are added as a second measurement to the regression of dedication at the third measurement.
Job resources:
- Autonomy
- Social support of supervisor
- Social support of colleagues
- Procedural justice
- Distributive justice
33
34
What are the indirect effect in the study on health policy and dedication?
- A significant contribution of autonomy and procedural justice
- A marginally significant contribution of support from the supervisor
- No significant contribution from support of colleagues and distributive justice
- When looking at the mediators you also control for the base line
34
What is the effect of health policy on dedication in the associated study?
- The direct influence of health policy is no longer significant when controlling for the job resources.
- Health policy does have an indirect effect on dedication by increasing procedural justice and support from the supervisor.
- Conclusion: health policy promotes dedication particularly because employees are treated more justly and receive more support from their supervisor.
35
What is the conclusion of the two studies on health policy?
Comprehensive health policy increases wellbeing
- Higher job satisfaction
- Lower burnout
- Lower sickness absence
- Higher dedication
Effects of health policy on dedication run through higher job resources
- More social support from supervisor
- Higher perceived procedural justice
36
How is health policy relevant for practice?
Comprehensive health policy is beneficial
Comprehensive means:
- Health as a strategic objective that is considered in all major decisions in the company, in addition to traditional objectives, such as financial goals, productivity and competitiveness
- The policy integrates the HR perspective: policy focused on WHP, OSH and the whole organisation
37
What are the top 3 research designs?
- RCT
- Quasi-experimental design
- Longitudinal correlational design
38
RCT
- When evaluating the effect of an intervention, the golden standard is the Randomized Controlled trial (RCT)
- It combines an experimental design and a double blind design
- This design is generally not possible in examining organisational interventions
- Sometimes the experimental design is possible in interventions focused on individuals, if this is the case you should use an experimental design
39
Experimental design
There is random assignment to the experimental and control condition
40
Double blind design
Neither the person delivering or receiving the intervention knows what condition the participant is in
41
Quasi-experimental design
- The second best design option
- It has a non-equivalent control group
- E.g., a department of an organisation is assigned to either the experimental condition or the control conditions
42
Longitudinal correlational design
- Third best design option
- It has a pre-test and a post-test in combination with a process evaluation
o In the process evaluation the exposure of the intervention is measured
43
What are the phases of a time line of a longitudinal design?
- Orientation phase
- Pre-test/baseline phase
- Process evaluation phase
- Post-test/final measurement phase
- Analysis phase
- Feedback phase
44
Orientation phase of a longitudinal design
You determine what the context is, what objectives the organisation wants to achieve, what the outcome variables are, what the role of the intervention is in this respect and whether the intervention matches these objectives.
45
Pre-test/baseline phase of a longitudinal design
- What is the current state of affairs before the intervention takes place
- How does the organisation and the employees score on the outcome variables?
46
Process evaluation phase of a longitudinal design
- How is the intervention conducted?
- Is the intervention implemented as it was proposed?
- Who is exposed to the intervention? And to what extent?
- What do the recipients and implementers think about the intervention?
47
Post-test/final measurement phase of a longitudinal design
- What is the current state of affairs after the intervention takes place?
- How does the organisation and how do the employees score on the outcome variables?
48
Analysis phase of a longitudinal design
- What is the difference between the pre-test and the post-test?
- Does the exposure to the intervention contribute to changes in outcome variables?
49
Feedback phase of a longitudinal design
- What are the outcomes of the evaluation study?
- How do the parties concerned interpret these outcomes?
- How can the intervention be improved?
- What have we learned?
50
How can you analyse the effects of an intervention?
- You need to combine the effect and process evaluation
- You then need to do a multiple regression
51
How do you get an impression of the process of an intervention?
To get an impression of the process you need to determine who, and to what extent individual employees were exposed to the intervention.
52
What do you need to examine with a multiple regression when analysing the effects of an intervention?
- Stability between pre-test and post-test
- The extent to which there is selection in the exposure to the intervention
o To what extent does exposure dependent on the value of the pre-test
- Whether the exposure to the intervention contributes to the post-test after the correction for the pre-test
53
What does evaluating an intervention look like?
- Pretest has an effect on post-test (stability)
- Pretest has an effect on process (selection)
- Process has an effect on post-test (effect)
54
What are the effects of the study 'effect of exemption from night work'?
Work engagement is relatively stable over a two year period.
Work engagement is not predictive for whether or not an employee is exempted from night work.
- As this is a dichotomous variable, this was examined with logistic regression using an odds ratio.
o An odds ratio of one means that there is no relationship between the predictor, work engagement at the first measurement, and the intervention, being exempted from night work.
- So, there was no evidence for selection.
Work engagement increases if people are exempted form night work.
- Why? Night work is very strenuous, particularly for older employees
55
What are the effects of the study 'effect of working fewer hours'?
Work ability is somewhat stable over a two year period.
- But clearly less stable than work engagement (see other intervention)
Low work ability is predictive for a reduction of work hours.
- This means that there is evidence of selection, individuals with a low work ability are more likely to reduce working hours than those with a high work ability.
Work ability decreases after reducing the working hours
- Starting to work fewer hours does not restore work ability but seems to worsen work ability
- Why? Employees may feel less productive when working fewer hours, they might be given a less central role in the organisation
56
Study by Nielsen & Randall (2013)
Evaluating occupational health interventions.
They present a model to evaluate interventions on the organisational level.
Strong emphasis on process evaluation rather than effect evaluation.
57
Why is it important to focus on the process according to Nielsen & Randall?
- Program failure or implementation failure?
- Improvement of the intervention
- Implement the interventino in other settings
- Interpret outcomes of intervention
- Insight in working mechanisms (active ingredients)
58
Program failure or implementation failure?
- It gives information about why an intervention fails or is successful, this is especially relevant when the intervention fails.
- If the intervention was implemented in a good way, then apparently the theory or the program itself was wrong.
- If the intervention was implemented in a bad way, this may explain why it failed.
59
Improvement of the intervention
Process evaluation gives feedback about the way an intervention can be improved.
60
Implement the intervention in other settings
It shows how you could implement the intervention in different situations.
61
Interpret outcomes of intervention
It helps to know whether changes were actually due to the intervention or due to other circumstances that happened together with the intervention.
62
Insight in working mechanisms (active ingredients)
What aspects of the intervention contribute to its success and what aspects do not?
63
What three levels does the model of Nielsen & Randall focus on?
- Context
- Characteristics of the intervention
- Mental models
64
Context in the Nielsen & Randall model
They look at organisational culture and how the intervention is embedded in the organisation (the organisation-intervention fit), we call this the omnibus context
They look at influential events within and outside the organisation, which is called the discrete context
- E.g., restructuring, economic recession, a virus outbreak
65
Characteristics of the intervention in the Nielsen & Randall model
Initiator and stakeholders
- Who is the initiator, which stakeholders are involved, what are their interests, which political game is played?
Activities and implementation
- What activities take place, how is the intervention implemented, to what extent is there exposure to the intervention and how relevant is the intervention for employees?
Strategy and participation
- Is senior management involved?
- What do supervisors, employees and consultants do?
- To what extent do employees participate in the choice for and the design of the intervention?
66
Mental models in the Nielsen & Randall model
How do parties concerned view the of the intervention? What is the perception?
Does the perception of the work change as a result of the intervention?
Work & Performance
flashcards
Decks in class (19)
# Cards
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Lecture 124
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Lecture 2 knowledge clips62
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Lecture 218
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Lecture 3 knowledge clips96
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Lecture 318
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Lecture 4 knowledge clips100
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Lecture 48
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Lecture 5 knowledge clips67
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Lecture 558
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Lecture 614
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Article Schaufeli & Taris (2014)67
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Article De Jonge et al. (2012)66
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Article De Bos et al. (2020)95
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Article Nielsen & Randall (2013; untill the PE methods)95
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Study questions Schaufeli & Taris (2014)11
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Study questions De Jonge et al. (2012)15
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Study questions Parker & Knight (2024)1
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Study questions De Vos et al. (2020)0
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Study questions Nielsen & Randall (2013)0
