Browsing by Subject "TV-TV -malli"

Objectives. The purpose of this qualitative study was to find out what perceptions supervisors and employees have about actions that supervisors can use to maintain and increase employee’s work engagement. Previous studies concerning work engagement show that job and individual resources promote work engagement which improves individual’s work well-being, work performance and the desire to work for the organization. The supervisor can have a major positive impact on individual’s work engagement by increasing and developing job resources. Methods. This study was conducted as a qualitative case study and the data of this study was collected by semi-structured theme interviews during winter 2019. Three supervisors and six employees participated in this study and the method used was individual interview. The interview questions concerned the job and individual resources, job demands, work engagement and leadership. The role of theory was directional in the analysis. Especially the job demands-resources (JD-R) model (Demerouti et al. 2001) and self-determination theory (Deci & Ryan, 2000) were applied in the analysis. Results and conclusions. This study showed that supervisors can use many different methods to maintain and promote employee’s experience of work engagement. The results of this study were categorized into job resources, individual resources and job demands. In addition, this study showed that supervisor can have a major impact on work engagement through his or her character and leadership style. The most important actions were among others building trust, involving, acknowledging individuality and keeping amount of work in perspective. The employees expected humanity, and the supervisors emphasized coaching leadership. This study could be beneficial for the field of work development since it shows the importance of the supervisor and the positive consequences of promoting the job resources and work engagement.