GCS2-Research
How to enhance work engagement at
Dominos?
1K
Jan Leki (45412)
Albert Popov (461907)
Colin Ross (446499)
Ben Ruoff (460374)
Elisa Schulmann (458023)
Laurens van der Graven (454019)
Mr. Gürbürz
Word count:
16.06.2023
Abstract
catchy start
This research report had the purpose to explore how Domino’s can enhance its employee’s
work engagement. Therefore, the research was divided into two studies, one with a
qualitative approach the other with a quantitative approach. By using qualitative research
and an interpretivism approach semi-structured interviews were conducted with a sample
size of six respondents, representing employees of Domino’s. They were asked about their
daily activities, what aspects of the job are motivating and what aspects of their job are
demotivating. Insert findings of study 1 and define research need/problem statement
Questionnaire:
18-20
demographic: age, gender, work experience/time in company
3 quality job demand
1 quality for job resources
1 quality for job estimation
3 parallel variable questions for each quality (15 for jobs thing and 3-5 for demographics)
Table of contents
Abstract ............................................................................................................................... 2
1.Introduction ...................................................................................................................... 4
1.1 The Context and Company Description ..................................................................... 4
2. Literature Review ............................................................................................................ 4
2.1 Work Engagement..................................................................................................... 5
2.2 Job demand Resources and Resource Model ........................................................... 5
3. Methodology and results ................................................................................................ 7
3.1 Study 1- Qualitative Research ................................................................................... 7
3.1.1 Conceptual Framework and Research Questions ............................................. 7
3.1.2 Research Approach, Sample, and Data Collection ........................................... 7
3.1.3 Data Collection Instrument and Data Analysis .................................................. 8
3.1.4 Validity and Ethical Consideration..................................................................... 9
3.1.5 Results ............................................................................................................. 9
3.2 Study 2- Quantitative Research ................................................................................. 9
3.2.1 Hypotheses Development and Conceptual Framework .................................... 9
3.2.2 Research Approach, Sampling, and Data Collection....................................... 10
3.2.3 Data Collection Instrument.............................................................................. 11
3.2.4 Data Analysis.................................................................................................. 11
3.2.5 Reliability and Ethical Consideration ............................................................... 11
3.2.7 Results ........................................................................................................... 11
4. Discussion and Recommendation ............................................................................... 11
4.1 Implication for Theory .............................................................................................. 12
4.2 Recommendation for Practice ................................................................................. 12
4.3 Limitations and Future Research ............................................................................. 12
4.4 Conclusion .............................................................................................................. 12
References ........................................................................................................................ 12
Appendix A: Interview Guide ........................................................................................... 15
Appendix B: Interview Transcripts .................................................................................. 16
1.Introduction
1.1 The Context and Company Description
1.2 Problem statement, research objective and main RQ
“Dominos wants to enhance work engagement but hasn’t figured out a way…”
2. Literature Review
Work engagement and the Job Demands-Resources (JDR) model are key concepts in
organizational and occupational psychology. This literature review examines these concepts
in two parts. The first part focuses on work engagement, discussing its definition, outcomes,
antecedents, and ways to enhance it. The second part covers the JDR model, addressing its
definition, outcomes, antecedents, and strategies for improvement.
2.1 Work Engagement
Work engagement is defined as a positive, fulfilling, work-related state of mind characterized
by vigor, dedication, and absorption (Schaufeli, Salanova, González-Romá, & Bakker, 2002).
It reflects employees' energy, enthusiasm, and involvement in their work.
Work engagement has been linked to various positive outcomes, such as increased
job performance, job satisfaction, and organizational commitment (Bakker, Demerouti, &
Verbeke, 2004; Halbesleben, 2010). Antecedents of work engagement include job resources
(e.g., autonomy, social support, and feedback) and personal resources (e.g., self-efficacy and
optimism) (Schaufeli & Bakker, 2004; Xanthopoulou, Bakker, Demerouti, & Schaufeli, 2009).
Work engagement can be enhanced by creating a supportive work environment,
providing employees with job resources, and fostering personal resources (Bakker &
Demerouti, 2008; Llorens, Schaufeli, Bakker, & Salanova, 2007). Interventions focusing on
job crafting (Tims, Bakker, & Derks, 2013) and strengths-based development (Van Woerkom,
Bakker, & Nishii, 2016) have also been shown to improve work engagement.
2.2 Job demand Resources and Resource Model
The JDR model, proposed by Demerouti, Bakker, Nachreiner, and Schaufeli (2001), is a
framework that categorizes job characteristics into two groups: job demands and job
resources. Job demands are the physical, psychological, social, or organizational aspects of
a job that require sustained effort and can lead to physiological or psychological costs. In
contrast, job resources are the aspects of a job that help employees achieve work goals,
reduce job demands, or stimulate personal growth and development.
The JDR model posits that high job demands can lead to negative outcomes, such as
job strain and burnout (Hakanen, Schaufeli, & Ahola, 2008), whereas job resources contribute
to positive outcomes, including work engagement, job satisfaction, and organizational
commitment (Bakker & Demerouti, 2008; Xanthopoulou et al., 2009). Furthermore, the JDR
model emphasizes the role of personal resources as antecedents to both job demands and
job resources (Schaufeli & Taris, 2014).
Improving the JDR model entails addressing both job demands and job resources. This
can be achieved by redesigning jobs to reduce excessive demands and promote job
resources, such as autonomy, feedback, and social support (Bakker, Demerouti, & Euwema,
2005). Moreover, organizations can foster personal resources through training, coaching, and
development programs that target employees' self-efficacy, resilience, and optimism
(Schaufeli & Taris, 2014; Van Wingerden, Derks, & Bakker, 2017). Such interventions not only
help employees cope with job demands but also enhance their ability to make the most of
available job resources. Additionally, organizations should prioritize a supportive management
style and a positive organizational culture that encourages open communication, teamwork,
and shared values (Bakker & Demerouti, 2008).
This literature review has discussed work engagement and the Job DemandsResources (JDR) model in-depth, exploring their definitions, outcomes, antecedents, and
strategies for enhancement. Work engagement is a vital aspect of employee well-being and
performance, which can be fostered by providing adequate job resources and cultivating
personal resources. The JDR model, on the other hand, offers a comprehensive framework
for understanding the interplay between job demands, job resources, and employee wellbeing. By addressing both job demands and job resources and fostering personal resources,
organizations can optimize the JDR model, ultimately promoting work engagement, job
satisfaction, and overall organizational success.
3. Methodology and results
According to Blumberg's Business Research Methods, the general research strategy
for our study is mixed-method research. This is due to having carried out two distinct
studies using different research approaches (Blumberg et al., 2014).
3.1 Study 1- Qualitative Research
3.1.1 Conceptual Framework and Research Questions
Discovering the three most significant employment resources and job needs at a chosen firm
or institution—in this example, Domino’s Pizza—is the goal of the research's initial study.
Because the corresponding paradigm enables the correspondents to voice their thoughts
more autonomously, qualitative research was thus required to analyze the job needs and
resources. This will be demonstrated in greater detail in the following sections. As our sample
size was constrained in Study 1, conducting qualitative research enabled us to gather
additional insights.
The related conceptual model and research questions for the qualitative study were developed
following the research's objective and the institution that was chosen. The conceptual model,
which served as the basis for each stage of the qualitative research process, including the
research and interview questions, is shown below.
CFRmW
In line with the conceptual model, RQ1 asks, "What are the most important job resources at
Domino's Pizza?" and RQ2: "What are the most important job demands in Domino's Pizza?"
was created for the qualitative research.
3.1.2 Research Approach, Sample, and Data Collection
The first study employed qualitative research. As we created our own hypotheses rather than
comparing them with existing ones, the research was carried out using an inductive method.
Furthermore, interpretivism was used as the research paradigm since non-scientific
approaches were used to perform the qualitative study. The qualitative study included semistructured interviews. Even though all respondents were asked identical questions, they were
free to respond as they saw fit. Additionally, the research was cross-sectional since all the
data was collected roughly at the same time.
Considering we chose the interviewees based on their occupation, non-probability sampling
techniques were utilized for the research's sample. Therefore, purposive sampling is the
technique adopted. Six Domino's employees were interviewed during Study 1's research
procedure, yielding a sample size of n=6. Because each interview revealed fresh information
pertinent to the requirements and resources of the position, theoretical (or data saturation?)
saturation was not attained.
In terms of gathering data, after developing an interview guide based on the conceptual model,
respondents were contacted and interviews were held, during which pertinent information for
the initial research was acquired.
3.1.3 Data Collection Instrument and Data Analysis
As mentioned above, semi-structured interviews were used as the data collection instrument
for the qualitative research study in this report. It encouraged us to ask the respondents about
the pertinent topics of our research by developing a predetermined list of interview questions.
Additionally, the interviewers were asked and encouraged to respond honestly and openly,
which resulted in more thorough and precise responses.
We used Atlas.ti 23 to do a thematic analysis of the gathered data. Atlas.ti 23 is a program
created to evaluate qualitative data by applying codes to find trends, parallels, and
discrepancies among different respondents' responses. The data was divided into distinct
components and given appropriate labels using open codes. The codes were assessed based
on the frequency, emphasis, and links to other codes included in all transcripts from
interviewees.
Three interview questions were formulated based on the two main research questions. SRQ
1: "How are daily activities and tasks carried out, and how is a typical workday structured?"
SRQ2: "What are aspects of your work that motivate you and keep you engaged and
energetic?" focuses on positive qualities related to the employee's employment, whereas
SRQ1 investigates the everyday tasks of a job. On the other hand, SRQ3: "What aspects of
your workday drain you and make you less engaged throughout your shift?" sheds light on the
drawbacks that employees must deal with daily.
3.1.4 Validity and Ethical Consideration
The same questions were posed to each responder regarding the validity and reliability of the
qualitative research. To ensure that each question is straightforward and does not cause
misunderstanding among the respondents, pilot tests were conducted with members of our
research group as well as members of other research groups. To guarantee accurate and
hence reliable transcripts of the interviews, at least two group members were present at all
times. By remaining impartial and displaying as little emotion as possible during the interviews,
observer error and bias were reduced to the greatest extent feasible. The literature review was
conducted using reputable sources like Google Scholar.
Concerning the ethical consideration during our research, all respondents were thoroughly
informed about the general context of the research. Therefore, they were able to decide if they
would be a part of it or not. Additionally, permission from the participants was required before
the interview could be conducted and recorded. Moreover, each interviewee has been made
aware of their right to remain anonymous and to decline to answer specific questions.
3.1.5 Results
Across the six interviews, a total of 16 codes were created. These codes were then divided
into two main groups, namely Job resources and Job demandsEach group will be
analyzed one at a time, and finally, a summary of the findings will be given where the
analysis will be linked to the research
questions.
-Answer RQ1 and 2
- Make a meaningful story by critically synthesizing findings
-Provide credible evidence by adding direct quotations from your respondents.
Visualize your findings (Sankey diagram, both for resources and demands) and network for
both (just the 3 most cited ones?)
Job Resources
Job Demands
3.2 Study 2- Quantitative Research
This study aims to explore the degree to which two job resources, namely Pay and Rewards
and Motivating Colleagues, relate to work engagement. Additionally, it seeks to assess if
Additional Responsibility, when acting as a job demand, alters this association.
3.2.1 Hypotheses Development and Conceptual Framework
H1: Leadership support (pay and rewards) (job resource) is positively related to WE.
H2: Work load (Additional Responsibility) (JD) moderates the relationship between Pay and
rewards (job demand from H1) and WE. Such that the impact of Pay and Rewards on WE is
stronger when workload (Additional Responsibility) is higher .
H3= Work autonomy (Motivating colleagues) (resource) is positively related to WE.
H4= Workload moderates (Additional Responsibility) (demand) relationship between work
autonomy (Motivating Colleagues) and WE. Such that the impact of Motivating Colleagues on
WE is stronger when workload (Additional Responsibility) is higher.
CM: slide week 3
3.2.2 Research Approach, Sampling, and Data Collection
Study 2 can be characterized by a positivist research paradigm because it relies on
quantitative data and objective measurements to understand and predict patterns of work
engagement within the company.
In alignment with the positivist paradigm, a quantitative research method will be
employed. This method allows for numerical data to be collected and statistically analyzed,
providing a measurable and objective view of the phenomena. The nature of our investigation,
which seeks to quantify the relationships between job resources, workload, and work
engagement, justifies the use of a quantitative approach.
Furthermore, a deductive approach is chosen for this study, which involves forming a
hypothesis based on existing theory and then examining the empirical evidence to test this
hypothesis. The deductive approach is fitting for this study as it aims to explore the theoretical
predictions about the relationships between job resources,job demands, and work
engagement, and whether these relationships hold true in the context of Domino's.
The research method to be used in this study is survey research. Surveys are a
commonly used tool in positivist and quantitative research as they allow for the collection of a
large amount of data from a sizable population in a relatively short period. In our case, a survey
will be administered to Domino's employees to collect data on job resources, workload, and
work engagement.
Lastly, the study utilizes a cross-sectional research design collecting data at a single
point in time. Cross-sectional studies are valuable for assessing the prevalence of outcomes
or characteristics in a population at a specific time, as well as examining associations between
different variables. In this research, it will allow for the assessment of the relationship between
job resources, workload, and work engagement at the specific moment the survey is
conducted.
3.2.3 Data Collection Instrument
3.2.4 Data Analysis
3.2.5 Reliability and Ethical Consideration
3.2.7 Results
4. Discussion and Recommendation
-> restate Research objective and summary of the findings
4.1 Implication for Theory
reflect on which findings are consistent and inconsistent
4.2 Recommendation for Practice
specific recommendation on how to enhance WE-> elaborate, action plan
4.3 Limitations and Future Research
-limitations (sample size, time)
4.4 Conclusion
References
Bakker, A. B., & Demerouti, E. (2007). The Job Demands‐Resources model: State of the art. Journal
of Managerial Psychology, 22(3), 309-328. https://doi.org/10.1108/02683940710733115
Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career Development
International, 13(3), 209-223. https://doi.org/10.1108/13620430810870476
Bakker, A. B., Demerouti, E., & Euwema, M. C. (2005). Job resources buffer the impact of job
demands
on
burnout.
Journal
of
Occupational
Health Psychology,
10(2),
170-180.
https://doi.org/10.1037/1076-8998.10.2.170
Bakker, A. B., Demerouti, E., & Verbeke, W. (2004). Using the Job Demands-Resources model to
predict
burnout
and
performance.
https://doi.org/10.1002/hrm.20004
Human
Resource
Management,
43(1),
83-104.
Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The Job Demands-Resources
model of burnout. Journal of Applied Psychology, 86(3), 499-512. https://doi.org/10.1037/00219010.86.3.499
Hakanen, J. J., Schaufeli, W. B., & Ahola, K. (2008). The Job Demands-Resources model: A threeyear cross-lagged study of burnout, depression, commitment, and work engagement. Work &
Stress, 22(3), 224-241. https://doi.org/10.1080/02678370802379432
Halbesleben, J. R. (2010). A meta-analysis of work engagement: Relationships with burnout,
demands, resources, and consequences. In A. B. Bakker & M. P. Leiter (Eds.), Work engagement:
A handbook of essential theory and research (pp. 102-117). Psychology Press.
Llorens, S., Schaufeli, W., Bakker, A., & Salanova, M. (2007). Does a positive gain spiral of resources,
efficacy beliefs and engagement exist? Computers in Human Behavior, 23(1), 825-841.
https://doi.org/10.1016/j.chb.2004.11.012
Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with
burnout and engagement: A multi‐sample study. Journal of Organizational Behavior, 25(3), 293315. https://doi.org/10.1002/job.248
Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of
engagement and burnout: A two sample confirmatory factor analytic approach. Journal of
Happiness Studies, 3(1), 71-92. https://doi.org/10.1023/A:1015630930326
Schaufeli, W. B., & Taris, T. W. (2014). A critical review of the Job
Appendix A: Interview Guide
Interview questions:
Job resources, demands
Age,
Occupation,
Nationality,
Hourly wage,
Gender,
1. How is a typical workday organized, and how are the daily activities and tasks performed?
1.1
2. What are aspects of your work that motivate you and keep you engaged and energetic?
2.1
3. What factors in your job routine exhaust you and cause you to be less engaged throughout
your shift?
Appendix B: Interview Transcripts
Age: 20
Occupation: Dominos Delivery Driver
Nationality: Polish
Hourly wage: 6,50€
Gender: Female
1. How is a typical workday organized, and how are the daily activities and tasks
performed?
I usually show up at work about 15 minutes before my shift starts. I prepare the bike and wait for
orders to be ready for delivery. Between orders, I do some cleaning or help in the kitchen with the
pizza preparation.
2. What are aspects of your work that motivate you and keep you engaged and energetic?
The main aspect of my job that keeps me motivated is the camaraderie between the staff. We have
a great team, and we often hang out outside of work. I also enjoy the flexibility the job offers; it
works well with my study schedule.
3. What factors in your job routine exhaust you and cause you to be less engaged
throughout your shift?
The most exhausting factor is the unpredictable weather. Delivering pizzas in rain or snow can be
really tough. I also find dealing with difficult customers draining, especially when they're unhappy
with something beyond my control.
Age: 21
Occupation: Dominos Delivery Driver
Nationality: Polish
Hourly wage: 6,00€
Gender: Male
1. How is a typical workday organized, and how are the daily activities and tasks
performed?
I arrive at the store a few minutes before my shift starts, check the delivery bike and wait for the
orders. In between deliveries, I assist with cleaning, restocking, or handling the oven if needed.
2. What are aspects of your work that motivate you and keep you engaged and energetic?
The flexible work hours and the overall casual work atmosphere are a good fit for me. I enjoy the
interactions with my colleagues and customers. Occasionally, the tips from deliveries can be quite
motivating as well.
3. What factors in your job routine exhaust you and cause you to be less engaged
throughout your shift?
Working late nights can be quite exhausting, and sometimes the pressure to deliver within a
specified time can be stressful. Also, doing tasks that aren't directly related to my role as a driver,
like washing dishes, can be demotivating.
Age: 19
Occupation: Dominos Delivery Driver
Nationality: Polish
Hourly wage: 5,75€
Gender: Female
1. How is a typical workday organized, and how are the daily activities and tasks
performed?
I get to work, prepare my delivery bike, and then start delivering pizzas as the orders come in. When
I'm not delivering, I help out in the kitchen or clean up around the store.
2. What are aspects of your work that motivate you and keep you engaged and energetic?
I enjoy being out and about, delivering pizzas. It's also great to work in a team and the social aspect
of the job is a big motivator for me. Plus, I appreciate the flexible working hours which allow me to
balance my studies.
3. What factors in your job routine exhaust you and cause you to be less engaged
throughout your shift?
The biggest challenge is dealing with difficult weather conditions, which can make deliveries tough
and stressful. Also, the low wage for the amount of work expected is a bit disheartening.