© Finnish Institute of Occupational Health – www.ttl.fi

Well-being through work

Jari Hakanen

© Finnish Institute of Occupational Health – www.ttl.fi

WORK ENGAGEMENT AND PRODUCTIVITYTHROUGH SERVANT LEADERSHIP

AND JOB CRAFTING- SUMMARY

Jari Hakanen, Research Director, Helsinki Collegium forAdvanced Studies; Research Professor, Finnish Institute ofOccupational health

Research Day 2014

© Finnish Institute of Occupational Health – www.ttl.fi

Spiral of Inspiration (INSPI)boost supervisors to become

servant leaders and employeesto be active job crafters

SaijaAnnaHeli

Peter

Anneli

Merike

Lotta

Piia

Jari

Krista

Anna

Matti

Ilari

© Finnish Institute of Occupational Health – www.ttl.fi

General aim of the INSPI follows theFinnish National Working Lifedevelopment Strategy to 2020

• To simultaneously improve the quality of working life,employee well-being and productivity

• National strategy focuses on four main areas of which wetarget the first three:

Ø Innovation and productivityØ Trust and co-operationØ Health and well-being at workØ A competent workforce

• Our key focus is on building team and individual engagement,new ways working: job crafting, and servant leadership toenhance innovativeness and good performance.

Jari Hakanen

© Finnish Institute of Occupational Health – www.ttl.fi

Spiral of Inspiration (INSPI):From research to practice

Baselinesurveyin 87work-places(N =11 486)

Team

Organization

Job craftinginterventions

Servant leadershipinterventions

Interventions 2013 - 2014

-

Follow-upsurveyautumn2014

Evaluating theinterventions

Phase I:2011-2012 Phase II: 2013-2016

- Vision ofPhase III: 2016 - 2018

-

- Disseminationof results

- Product development,- ResearchFlourishing

workplacesinterventions

Individual

Qualitative interviews: Best practices in best INSPI workplaces in termsof work engagement, job crafting, servant leadership, and other job resources

Jari Hakanen

© Finnish Institute of Occupational Health – www.ttl.fi

”I wasn’t hired to mark yoghurtpots. I was hired to create positivefeelings in people. Or so I see itanyway. What’s the point in tryingto make my boss happy, if I canmake the clients happy and throughthis enjoy my work?”

- Jama Jama -

”The aim is that everybody in Koneconstantly remembers themeaningfulness of their job, so thatevery morning they think about how todo their best to help achieve commongoals.”

- Matti Alahuhta -

KUVA: LAURI OLANDER/KL

KUVA: JAAKKO MARTIKAINEN/MN

Jari Hakanen

© Finnish Institute of Occupational Health – www.ttl.fi

Starting point:High work engagement is a true

win-win situation

• A great opportunity for organizations and leadership:By boosting engagement and enthusiasm, employeesare willing and able to do good work.

• A great opportunity for every employee: By doingwork well, one can become engaged in one’s work.

Jari Hakanen

© Finnish Institute of Occupational Health – www.ttl.fi

How to achieve a win-winsituation in practice

• A great opportunity for organizations and leadership: Byboosting engagement and enthusiasm, employees arewilling and able to do good work.

→ Servant leadership

• A great opportunity for every employee: By doing work wellone can become engaged in one’s work.

→ Job crafting

• And perhaps the best way to do this, is to do it together(supervisor + employees) all the way:

→ Flourishing workplaces

Jari Hakanen

© Finnish Institute of Occupational Health – www.ttl.fi

Servantleadership

Holding employeesaccountable for their

performance

Empoweringemployees

Stewardship,role model Humility,

Standing backAuthencity

Empathy,listening

Courage (e.g. van Dierendonck, 2012)

“The servant leader is servant first. It begins with the naturalfeeling that one wants to serve. Then conscious choice brings oneto aspire to lead.” (Robert Greenleaf, 1977)

© Finnish Institute of Occupational Health – www.ttl.fiJari Hakanen

Job crafting is a way of shapingyour job to suit you better

Original definition by Wrzesniewski and Dutton (2001):

• Crafting the boundaries of work (amount, type of tasks):taking on additional tasks, increasing challenges, decreasingdemands, shaping ways of working etc.

• Shaping interactions (nature, frequency) with others(clients, colleagues) at work

• Changing cognitions regarding the job

Recent definition by Tims and Bakker (2010) based on the jobdemands-resources model:

• Job crafting is about increasing one's job resources andchallenging demands (and decreasing hindrance demands)

10

© Finnish Institute of Occupational Health – www.ttl.fi

Practical aims of our positiveinterventions

1. To train supervisors to become more like servantleaders and employees to craft their jobs…

2. …Everybody at work feels more positive (and lessnegative) emotions and to fulfill their psychologicalneeds of autonomy, belonginess, competence anddoing good for others...

3. …Thereby experiencing more work engagement…

4. …Employees are finally more innovative andproductive, healthier, and want to stay longer inwork life. As a consequence, companies are alsomore successful.

Jari Hakanen

© Finnish Institute of Occupational Health – www.ttl.fi12Jari Hakanen

Registry office:Flourishing workplaces

Bank: Flourishingworkplaces

Wooden productsfactory : Servantleadership

Wooden productsfactory : Servantleadership

Wooden productsfactory: Servantleadership + jobcrafting

Children’s day carecentres: Servantleadership + jobcrafting

Photo printingservices: Servantleadership + jobcrafting

Nuclear safetyengineers: Servantleadership + jobcrafting X

X

X

X

X

X

X Servant leadership + job crafting starting this winter

INSPI’s present interventionsand future interventions (fundedby Työsuojelurahasto)

© Finnish Institute of Occupational Health – www.ttl.fi

Servant leadership training

Workshop II4h

Developmentalsteps to

becominga servant leader

Workshop IV4h.

Servantleadership

as a workplaceculture

Workshop III4h

Challenges asa servantleader

Workshop I4h

Identifyingservant

leadership,personal goalsand benefits

Assignment I

How do I alreadyapply servant

leadershipin my job?

Assignment II

How do I strengthenelements of

servant leadershipin my job?

Assignment III

Facingchallenges and

adversities

Videointro-

duction

Infomeeting

Follow-upsurvey

INSPI2014

Follow-up(6 months

later)

Pre-assignment:

My strengthsand challengesas a supervisor

Mobileapp

Mobileapp

Mobileapp

Jari Hakanen

Baselinesurvey

(forsupervisors

and followers)

© Finnish Institute of Occupational Health – www.ttl.fi

1.Workshop: From theory to practice

What is job crafting and why does it pay off?

How can I craft my job to improve my motivationand well-being?

Mobile

Personal three-week crafting plan:

Goal based on individual needs and motivations

Encouragement to try different ways of crafting (e.g.increasing structural and social resources or engaging

in cognitive crafting)Ideas for and evaluation ofdaily job crafting andtracking of daily workengagement during the process

2. Workshop: from practice to learning

Sharing job crafting experiences: learning from others and getting feedback from the group.

Finding individual ways of job crafting and committing to them in the future.

Pre-assignment:Characteristics of my joband working conditionsthat inspire and engage

me

Info-session

Jari Hakanen

Job crafting workbook:”Resource caravans on themove!”

© Finnish Institute of Occupational Health – www.ttl.fi

The success of organizationsincreasingly depends on the positive

well-being of their employees• Work engagement (Schaufeli et al, 2002)

• Happiness at work (Hsieh, 2013)

• Inner worklife: experiences, emotions, and motivation(Amabile & Kramer, 2011)

• Intrinsic motivation (Ryan & Deci, 2000)

• Giving as a route to success (Grant, 2013)

• Meaning and purpose at work (Dik et al, 2013)

• Calling (Wrzesniewski, 1997)Jari Hakanen

© Finnish Institute of Occupational Health – www.ttl.fiJari Hakanen

Dank U wel!

Kiitos!www.ttl.fi/Inspi

Testaa työn imusi:www.ttl.fi/tyonimu

jari,hakanen@helsinki.fijari.hakanen@ttl.fi