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Macey and Schneider (2008) state that extraversion, conscientiousness, trait positive affectivity, and proactivity are personality characteristics that will impact employee engagement. It is also stated that job 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 analogy of an antecedent to engagement and compares job characteristics to donning a costume that influences you to give the best performance (Kahn 1990). Bakker et al, explain that over the last 50 years, many studies have identified that the work environment can have a major effect on employee well-being Bakker et al also argues that high levels of job demand can reduce an employee’s wellbeing at work and result in disengagement or burnout. However, job control, management coaching, autonomy and organisational support have also been found to consistently fuel engagement and form a barrier against str ess to manage the demands of the job (Bakker & Demerouti 2006). Personal resources such as optimism, self-efficacy, resilience and hope are characteristics of an individual’s 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 desired outcomes such as performance and job satisfaction. PsyCap has been defined as â€Å"an individual’s positive psychological state of development and it characterised by: 1) Self Efficacy – â€Å"h... ...te† †¢ â€Å"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 downward spiral of employee resentment and disengagement †¢ lack of fluidity in communications and knowledge-sharing due to rigid communication channels or cultural norms †¢ poor work–life balance due to a long-hours culture †¢ low perceptions of senior management visibility and quality of downward communication.(quote) Development Dimensions International DDI (2005) states that a manager must do five things to create a highly engaged workforce. They are: †¢ Align efforts with strategy †¢ Empower †¢ Promote and encourage teamwork and collaboration †¢ Help people grow and develop †¢ Provide support and recognition where appropriate (Development Dimensions International DDI 2005)