Employee engagement is a key factor for organizational success, as it reflects the degree to which employees are committed, motivated and involved in their work. However, measuring employee engagement is not an easy task, as different definitions and instruments exist in the literature. One of the most widely used and validated tools for assessing employee engagement is the Utrecht Work Engagement Scale (UWES), developed by Schaufeli and colleagues (2002). In this article, I will describe why the UWES is a great tool for employers to use to measure employee engagement, based on its theoretical background, psychometric properties and practical applications.
The UWES is based on the concept of work engagement as a positive, fulfilling and persistent state of mind that is characterized by three dimensions: vigor, dedication and absorption. Vigor refers to the high levels of energy and mental resilience that employees display while working, as well as their willingness to invest effort and overcome difficulties. Dedication refers to the sense of significance, enthusiasm, inspiration and pride that employees derive from their work, as well as their identification with it. Absorption refers to the degree of concentration and immersion that employees experience in their work, as well as the difficulty they have to detach from it (Schaufeli et al., 2002).
The UWES consists of two versions: a 17-item version (UWES-17) and a 9-item version (UWES-9), both of which measure the three dimensions of work engagement using a 7-point Likert scale ranging from 0 (never) to 6 (always). The UWES-9 is a shortened version of the UWES-17 that was developed to reduce respondent burden and increase response rates, without compromising its validity and reliability (Schaufeli et al., 2006).
The UWES has been extensively tested and validated across different countries, cultures, languages, occupations and industries, demonstrating its robustness and generalizability. Numerous studies have confirmed the factorial validity of the UWES, showing that the three-factor structure of vigor, dedication and absorption fits the data better than alternative models, such as a one-factor or a two-factor model. Moreover, the UWES has shown high internal consistency and test-retest reliability, indicating that it measures work engagement consistently and stably over time (Seppälä et al., 2009; Schaufeli et al., 2006; Schaufeli & Bakker, 2003).
The UWES has also proven to be a valid and reliable tool for measuring work engagement in both academic and applied settings. Several studies have shown that the UWES correlates positively with various indicators of individual and organizational performance, such as job satisfaction, organizational commitment, productivity, creativity, customer satisfaction and profitability. Furthermore, the UWES correlates negatively with indicators of ill-being, such as burnout, turnover intention, absenteeism and health complaints. These findings suggest that the UWES captures the essence of work engagement as a positive psychological state that benefits both employees and employers (Schaufeli & Salanova, 2007; Schaufeli et al., 2002).
The UWES also provides useful information for comparing work engagement levels across different groups and contexts. For instance, Schaufeli et al. (2006) reported that work engagement varies significantly by country, with Nordic countries showing higher levels than Southern European or Asian countries. Similarly, Schaufeli et al. (2002) found that work engagement differs by occupation, with managers and professionals showing higher levels than blue-collar workers or service employees. These differences may reflect cultural or occupational factors that influence the antecedents and consequences of work engagement (Schaufeli & Salanova, 2007).
Unlike other engagement tests that focus more on external factors to the employee, such as how management is behaving, or benefits, the UWES focuses on the interior psychological self-reporting of the employee. This is important because it does not leave employees with a feeling of being mistreated by their organization, but rather reflects their own positive attitude towards their work. For example, the Gallup Q12 is a widely used engagement test that asks employees 12 questions about their work environment, such as whether they have a best friend at work, or whether they have received recognition in the last seven days . While these questions may be relevant for some aspects of employee satisfaction, they do not capture the intrinsic motivation and enthusiasm that characterize work engagement.
Moreover, the UWES has been validated in various languages and cultures, and has shown good psychometric properties . It has also been linked to positive outcomes such as higher performance, productivity, creativity, customer satisfaction, retention and well-being . Testing personal positive states of psychology correlates well with overall mental well-being and health that is symptomatic of people who feel valued by themselves and others.
In conclusion, the UWES is a great tool for employers to use to measure employee engagement, because it assesses the internal psychological state of the employee, rather than external factors that may cause resentment or dissatisfaction. It also has strong empirical support and practical implications for improving organizational outcomes and employee well-being. Additionally, the UWES is a great tool for measuring employee engagement because it is based on a clear and comprehensive definition of work engagement, it has strong psychometric properties and it has wide applicability and utility in different settings. The UWES can help employers to assess the level of work engagement among their employees, to identify its drivers and outcomes, and to design interventions to enhance it. By using the UWES, employers can foster a positive work environment that promotes employee well-being and organizational performance.
VP Culture is an organization that uses the UWES to help employers create a positive and engaging culture for their employees. We have a sample of the UWES survey here. For more information about using this test with your organization please contact us.
Sources:
Schaufeli W.B., Bakker A.B. (2004). Utrecht Work Engagement Scale: Preliminary Manual. Utrecht University. https://www.wilmarschaufeli.nl/publications/Schaufeli/Test%20Manuals/Test_manual_UWES_English.pdf
Young J., Gifford J. (2021). Employee engagement: an evidence review. Scientific summary. London: Chartered Institute of Personnel and Development. https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/evidence-reviews/employee-engagement-scientific-summary-1_tcm18-89565.pdf
Schaufeli W.B., Bakker A.B., Salanova M. (2006). The measurement of work engagement with a short questionnaire: A cross-national study. Educational and Psychological Measurement 66(4):701–716.
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.
Schaufeli W.B., Bakker A.B. (2003). Utrecht Work Engagement Scale: Preliminary Manual. Utrecht University, Occupational Health Psychology Unit.
Schaufeli W.B., Salanova M. (2007). Work engagement: An emerging psychological concept and its implications for organizations. In: Gilliland S.W., Steiner D.D., Skarlicki D.P. (eds) Research in Social Issues in Management. Information Age Publishers, Greenwich, CT, pp. 135–177.
Seppälä P., Mauno S., Feldt T., Hakanen J., Kinnunen U., Tolvanen A., Schaufeli W. (2009). The construct validity of the Utrecht Work Engagement Scale: Multisample and longitudinal evidence. Journal of Happiness Studies 10(4):459–481.