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Browsing by Subject "Työn imu"

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  • Mäntysaari, Laura (2018)
    Objectives: The aim of this study was to clarify, if the employees of the target company experience work engagement. The study also aimed to understand the contributing factors such as job resources and demands related to engagement experiences. One aim for this study was to find out what increased or decreased work engagement. Work engagement is meaningful because it improves employees work well-being, work performance and customer satisfaction. Methods: The study applied the Utrecht Work Engagement Scale (UWES, 2002) to sales unit of large company. Job resources ja demands were studied with an instrument made by the author of this study. The study was conducted in May 2017 by structured quantitative questionnaire. The sample consisted of 81 participants of 317 employees. The data was analyzed by using the SPSS statistical program. Analyses methods were factor analysis, Spearman correlation, regression analysis and Kruskall Wallis and Mann Whitney tests. Results and Conclusions: The results showed that the level of experienced work engagement among the participants was on average level. The experienced level of work engagement was not related to gender or work tasks. Three factors of work resources and work demands related to work engagement were found in the study. Three factors were related to managerial competence, well set work assignments and goals and make use of work competencies and opportunity to improve work competencies. The most essential job resource was to make use of own work competence and to improve it. That is also what target company should take into account when planning new improvements. There are different kind of ways to improve felt work competencies like learning at work or learning by education.
  • Heikkilä, Peppiina (2019)
    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.
  • Kanerva, Saara (2022)
    The purpose of this thesis is to study work engagement, job resources, job demands and their connections in a Finnish organization. The study is conducted from a remote working point of view. The goal is to find out how employees experience work engagement in remote work and whether the experience differs between background variables. In addition, the goal is to find out how the employees experience the job resources and demands in remote work and whether the experience differs between background variables. At last, the study examines the connection between work engagement and job resources and demands, and whether the effect of the job demands classified as challenges or obstacles differ. The concept of work engagement and the job resources and demands model (JD-R model) is used as the background theory. The data was collected through an online survey in a Finnish organization of about 150 employees. The survey was sent on an organization’s internal communication channel. The survey was conducted in September 2021, and it was answered by 67 employees. IBM SPSS 26 was used to analyze the data. The data was first coded in a numerical form, after which variables were formed. Indicators and T-test were used in evaluation of experiencing job resources and demands as well as work engagement. Linear regression analysis was used to analyze the connection of work engagement and job resources and demands. Non-parametric Kruskal-Wallis test and U-test were used to investigate the effect of the background variables. The results showed that work engagement was experienced quite highly, and it was statistically significantly related to age, duration of employment and type of employment. Job resources were mostly experienced rather high, and job demands mainly low. Strong correlation was found between work engagement and work resources but, no statistically significant connection was found between work engagement and job demands, before dividing them into challenges and obstacles. The results mostly supported earlier research, but also brought up new information that at least in the target organization, remote working hasn’t influenced how work engagement, and job resources and demands are experienced. The results also supported the JD-R model in context of remote work. Work engagement was statistically significantly in relation to job resources but not to job demands. The organization gets important information about well-being at work: how work engagement is experienced, which job resources increase well-being and which job demands are experienced the most. With these results the organization can further employee’s well-being at work, strengthen the job resources and support with experiencing job demands. In addition, the organization can make needed changes in the work environment, work community, as well as possible changes in work tasks and organizing and planning the work.
  • Pallas, Minna (2019)
    The aim of the study was to research those factors that strengthen employees’ work en-gagement or threaten to maintain or develop it in the context of work change. Theoretical back-ground consisted of job demands and resources model developed by Demerouti et al. and Deci’s and Ryan’s self-determination theory. Previous research show that work engagement is strengthened by job resources. Job demands and weakened job resources, in turn, appear to be a threat to main-tained or developed work engagement. The focus of the study is on job resources and other possible factors that strengthen employees’ work engagement or threaten its development or maintenance. The context of work change is strongly linked to digitalisation and the effects of it. The study exam-ines the factors that strengthen work engagement and threaten its development or maintenance emerging from employee narratives. Eight narrative interviews were implemented in autumn 2018. In addition, the study ap-plied the Utrecht Work Engagement Scale (UWES) to measure the amount of employees’ work en-gagement. The material was analyzed by narrative methods in the form of thematic narrative analy-sis and expectation analysis. In this study, the elements of work engagement appeared in line with the previous research and the theoretical framework. Job resources strengthened work engagement, while resource depletion and emerged demands hampered the maintenance and development of it. Expectation analysis showed that fulfilled positive expectations and unfulfilled negative expecta-tions strengthened work engagement indirectly through job resources. Unfulfilled positive expecta-tions and fulfilled negative expectations, in turn, led to resource depletion and emerged demands further undermining the development and maintenance of work engagement. Depending on job re-sources, job demands, and expectations, the changes in work appeared to be a resource that strengthens work engagement or a threat to its development and maintenance.
  • Ahonen, Hanna (2023)
    The aim of the study is to support the implementation of the high-quality early childhood education by promoting work engagement and job crafting of early childhood education teachers ́ as factors of well-being at work. Early childhood education teachers ́ well-being, enthusiasm and experience of the possibilities to influence in their work are seen in this study as the key factors in high-quality early childhood education. The research questions were: what views do early childhood education teachers have on factors that promote work engagement and how do the early childhood education teachers craft their jobs? The study was carried out as a qualitative interview study as a part of a research project, which data was collected through focus group interviews. The research data consists of three focus group interviews with a total of nine early childhood education teachers. The research data was analysed using the data-driven content analysis. Based on the analysis, the results of the study formed three main categories, which described early childhood education teachers ́ factors that promote work engagement, ways of job crafting and job crafting ways that promote work engagement. The factors that promote work engagement were divided into the work practices, personal factors and children. The ways of job crafting were based on crafting the foundation of the work, interactive crafting and goal-oriented crafting. Factors that promote work engagement and job crafting ways were both divided into the upper and lower categories, which partly overlapped with each other. The third category: job crafting ways that promote work engagement, examined both research questions simultaneously. These particularly emphasized communal work and strengthening competence. As topics for further research, it is proposed to study more detail ways.