Psychological capital interventions
Psychological capital interventions are associated with a variety of work outcomes that include improved job performance, engagement, and organizational citizenship behaviors (Avey, 2014; Luthans & Youssef-Morgan 2017). Psychological capital refers to a psychological state that is malleable and open to development and consists of four major components:
- Self-efficacy and confidence in our ability to succeed at challenging work tasks
- Optimism and positive attributions about the future of our career or company
- Hope and redirecting paths to work goals in the face of obstacles
- Resilience in the workplace and bouncing back from adverse situations (Luthans & Youssef-Morgan, 2017)
Job crafting interventions
Job crafting interventions – where employees design and have control over the characteristics of their work to create an optimal fit between work demands and their personal strengths – can lead to improved performance and greater work engagement (Bakker, Tims, & Derks, 2012; van Wingerden, Bakker, & Derks, 2016).
The concept of job crafting is rooted in the jobs demands–resources theory and suggests that employee motivation, engagement, and performance can be influenced by practices such as (Bakker et al., 2012):
- Attempts to alter social job resources, such as feedback and coaching
- Structural job resources, such as opportunities to develop at work
- Challenging job demands, such as reducing workload and creating new projects
Job crafting is a self-initiated, proactive process by which employees change elements of their jobs to optimize the fit between their job demands and personal needs, abilities, and strengths (Wrzesniewski & Dutton, 2001).
Leadership and Motivation
Leaders of all sorts can go a long way in increasing employee motivation and engagement at work.
Today’s motivation research shows that participation is likely to lead to several positive behaviors as long as managers encourage greater engagement, motivation, and productivity while recognizing the importance of rest and work recovery.
One key factor for increasing work engagement is psychological safety (Kahn, 1990). Psychological safety allows an employee or team member to engage in interpersonal risk taking and refers to being able to bring our authentic self to work without fear of negative consequences to self-image, status, or career (Edmondson, 1999).
When employees perceive psychological safety, they are less likely to be distracted by negative emotions such as fear, which stems from worrying about controlling perceptions of managers and colleagues.
Dealing with fear also requires intense emotional regulation (Barsade, Brief, & Spataro, 2003), which takes away from the ability to fully immerse ourselves in our work tasks. The presence of psychological safety in the workplace decreases such distractions and allows employees to expend their energy toward being absorbed and attentive to work tasks.
Effective structural features, such as coaching leadership and context support, are some ways managers can initiate psychological safety in the workplace (Hackman, 1987). Leaders’ behavior can significantly influence how employees behave and lead to greater trust (Tyler & Lind, 1992).
Supportive, coaching-oriented, and non-defensive responses to employee concerns and questions can lead to heightened feelings of safety and ensure the presence of vital psychological capital.
Another essential factor for increasing work engagement and motivation is the balance between employees’ job demands and resources.
Job demands can stem from time pressures, physical demands, high priority, and shift work and are not necessarily detrimental. High job demands and high resources can both increase engagement, but it is important that employees perceive that they are in balance, with sufficient resources to deal with their work demands (Crawford, LePine, & Rich, 2010).
Challenging demands can be very motivating, energizing employees to achieve their goals and stimulating their personal growth. Still, they also require that employees be more attentive and absorbed and direct more energy toward their work (Bakker & Demerouti, 2014).
Unfortunately, when employees perceive that they do not have enough control to tackle these challenging demands, the same high demands will be experienced as very depleting (Karasek, 1979).
This sense of perceived control can be increased with sufficient resources like managerial and peer support and, like the effects of psychological safety, can ensure that employees are not hindered by distraction that can limit their attention, absorption, and energy.
The job demands–resources occupational stress model suggests that job demands that force employees to be attentive and absorbed can be depleting if not coupled with adequate resources, and shows how sufficient resources allow employees to sustain a positive level of engagement that does not eventually lead to discouragement or burnout (Demerouti, Bakker, Nachreiner, & Schaufeli, 2001).
And last but not least, another set of factors that are critical for increasing work engagement involves core self-evaluations and self-concept (Judge & Bono, 2001). Efficacy, self-esteem, locus of control, identity, and perceived social impact may be critical drivers of an individual’s psychological availability, as evident in the attention, absorption, and energy directed toward their work.
Self-esteem and efficacy are enhanced by increasing employees’ general confidence in their abilities, which in turn assists in making them feel secure about themselves and, therefore, more motivated and engaged in their work (Crawford et al., 2010).
Social impact, in particular, has become increasingly important in the growing tendency for employees to seek out meaningful work. One such example is the MBA Oath created by 25 graduating Harvard business students pledging to lead professional careers marked with integrity and ethics:
The MBA oath
“As a business leader, I recognize my role in society.
My purpose is to lead people and manage resources to create value that no single individual can create alone.
My decisions affect the well-being of individuals inside and outside my enterprise, today and tomorrow. Therefore, I promise that:
- I will manage my enterprise with loyalty and care, and will not advance my personal interests at the expense of my enterprise or society.
- I will understand and uphold, in letter and spirit, the laws and contracts governing my conduct and that of my enterprise.
- I will refrain from corruption, unfair competition, or business practices harmful to society.
- I will protect the human rights and dignity of all people affected by my enterprise, and I will oppose discrimination and exploitation.
- I will protect the right of future generations to advance their standard of living and enjoy a healthy planet.
- I will report the performance and risks of my enterprise accurately and honestly.
- I will invest in developing myself and others, helping the management profession continue to advance and create sustainable and inclusive prosperity.
In exercising my professional duties according to these principles, I recognize that my behavior must set an example of integrity, eliciting trust, and esteem from those I serve. I will remain accountable to my peers and to society for my actions and for upholding these standards. This oath, I make freely, and upon my honor.”
What our readers think
Good and helpful study thank you. It will help achieving goals for my clients. Thank you for this information
A lot of data is really given. Validation is correct. The next step is the exchange of knowledge in order to create an optimal model of motivation.
A good article, thank you for sharing. The views and work by the likes of Daniel Pink, Dan Ariely, Barry Schwartz etc have really got me questioning and reflecting on my own views on workplace motivation. There are far too many organisations and leaders who continue to rely on hedonic principles for motivation (until recently, myself included!!). An excellent book which shares these modern views is ‘Primed to Perform’ by Doshi and McGregor (2015). Based on the earlier work of Deci and Ryan’s self determination theory the book explores the principle of ‘why people work, determines how well they work’. A easy to read and enjoyable book that offers a very practical way of applying in the workplace.
Hi David,
Thanks for mentioning that. Sounds like a good read.
All the best,
Annelé
Motivation – a piece of art every manager should obtain and remember by heart and continue to embrace.
Exceptionally good write-up on the subject applicable for personal and professional betterment. Simplified theorem appeals to think and learn at least one thing that means an inspiration to the reader. I appreciate your efforts through this contributive work.
Excelente artículo sobre motivación. Me inspira. Gracias
Very helpful for everyone studying motivation right now! It’s brilliant the way it’s witten and also brought to the reader. Thank you.
Such a brilliant piece! A super coverage of existing theories clearly written. It serves as an excellent overview (or reminder for those of us who once knew the older stuff by heart!) Thank you!