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Macey and Schneider (2008) state that extraversion, conscientiousness, trait validatory affectivity, and proactivity ar disposition characteristics that will impact employee fighting. It is also stated that stemma characteristics and characteristics of the organisation are likely to be strong determinants of engagement (Macey & Schneider 2008 p.6-7). Kahn (1990) provides a graphic proportion of an antecedent to engagement and compares job characteristics to donning a costume that influences you to give the vanquish performance (Kahn 1990). Bakker et al, explain that over the last 50 years, many studies contribute identified that the operation environment can have a major(ip) effect on employee well-being Bakker et al also argues that high levels of job demand can reduce an employees wellbeing at attain and result in disengagement or burnout. However, job control, management coaching, self-reliance and organisational go for have also been found to consistently fuel engagem ent and form a barrier against stress to manage the demands of the job (Bakker & Demerouti 2006). single(a)ized resources such as optimism, self-efficacy, resilience and hope are characteristics of an item-by-items psychological state called Psychological Capital. Personal resources are seen to be positive aspects of an individual and are the contributing factors of work engagement and job resources (Xanthopoulo et al 2009) It is also argued that an individual draws upon these positive emotions when engaged (Bakker & Leiter 2010 p). Luthans & Youssef (2007)found that the PsyCap construct is related to desire outcomes such as performance and job satisfaction. PsyCap has been defined as an individuals positive psychological state of development and it characterised by 1) self Efficacy h... ...te inconsistent management style based on the attitudes of individual managers, which leads to perceptions of unfairness low levels of advocacy, which carry the risk of creating a downwa rd whorl of employee resentment and disengagement lack of fluidity in communications and knowledge-sharing collectible to rigid communication channels or cultural norms poor worklife balance due to a long-hours culture low perceptions of superior management visibility and quality of downward communication.(quote)Development Dimensions International DDI (2005) states that a manager must do five things to create a exceedingly engaged workforce. They areAlign efforts with strategyEmpowerPromote and march on teamwork and collaborationHelp people grow and developProvide support and recognition where appropriate(Development Dimensions International DDI 2005)