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Macey and Schneider (2008) state that extraversion, conscientiousness, trait positive affectivity, and proactivity argon personality characteristics that will impact employee engagement. It is also stated that demarcation characteristics and characteristics of the judicature are likely to be strong determinants of engagement (Macey & Schneider 2008 p.6-7). Kahn (1990) provides a vivid analogy of an antecedent to engagement and compares patronage characteristics to donning a costume that influences you to spend the best performance (Kahn 1990). Bakker et al, explain that over the last 50 years, legion(predicate) studies have identified that the work environment can have a major effect on employee well-being Bakker et al also argues that laid-back levels of job demand can reduce an employees wellbeing at work and result in disengagement or burnout. However, job control, steering coaching, autonomy and organisational support have also been found to consistently evoke engagement and form a barrier against stress to manage the demands of the job (Bakker & Demerouti 2006). Personal 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 relate to desired 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 first-class honours degree levels of advocacy, which carry the risk of crea ting a downward(prenominal) spiral of employee resentment and disengagement lack of fluidity in communications and knowledge-sharing due to rigid communication channels or cultural norms poor worklife balance due to a long-hours culture low perceptions of senior management visibility and quality of downward communication.(quote)Development Dimensions world-wide DDI (2005) states that a manager must do five things to create a highly engaged workforce. They areAlign efforts with strategyEmpowerthrow out and encourage teamwork and collaborationHelp people grow and develop allow support and recognition where appropriate(Development Dimensions International DDI 2005)