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Arnold B. Bakker - One of the best experts on this subject based on the ideXlab platform.
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Job Crafting in the changing work context and practical implications
Academy of Management Proceedings, 2019Co-Authors: Fangfang Zhang, Maria Tims, Arnold B. Bakker, Anja Van Den Broeck, Christine Yin Man Fong, Judith Plomp, Haijiang WangAbstract:Despite advances in Job Crafting research over the past decade, the dramatic changes in work context and workforce have given rise to new questions about the nature and effects of Job Crafting. Two...
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daily Job Crafting and momentary work engagement a self determination and self regulation perspective
Journal of Vocational Behavior, 2019Co-Authors: Arnold B. Bakker, Wido G M OerlemansAbstract:The present study investigates the possible mechanisms involved in the link between daily Job Crafting and daily work engagement. Using self-determination theory, we hypothesize that daily Job Crafting is positively related to daily work engagement through momentary need satisfaction and momentary engagement. Additionally, using self-regulation theory, we predict that daily Job Crafting is negatively related to daily work engagement, through momentary energy depletion and (reduced) momentary work engagement. Participants from various occupational sectors (N = 66) responded to a daily diary questionnaire (N = 261) as well as momentary, task-related items (N = 1539) using a day reconstruction method at the end of each of four working days. The results of multilevel modeling were generally supportive of the hypotheses. We conclude that daily Job Crafting can have both positive and negative implications for daily work engagement, and discuss the practical implications of our findings.
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psychological safety Job Crafting and employability a comparison between permanent and temporary workers
Frontiers in Psychology, 2019Co-Authors: Judith Plomp, Maria Tims, Arnold B. Bakker, Svetlana N Khapova, Paul JansenAbstract:Employability is one of the leading challenges of the contemporary organizational environment. While much is known about the positive effects of Job Crafting on employees’ employability in general, little is known about its effects when employment contacts are different. Differentiating between temporary and permanent workers, in this article we investigate how in the environment of psychological safety, these two types of employees engage in Job Crafting, and how Job Crafting is related to their perceived employability. Data were collected among two samples, consisting of temporary agency workers (N = 527), and permanent employees (N = 796). Structural equation modeling (SEM) analyses indicated a different pattern of results for the two groups: for permanent employees, increasing challenging Job demands was positively, and decreasing hindering Job demands was negatively related to perceived employability. Moreover, psychological safety was related to all Job Crafting dimensions. For agency workers, only increasing structural Job resources was related to employability, while psychological safety was negatively associated with Crafting hindrances. These findings suggest that a climate of psychological safety is particularly effective for permanent employees in fostering Job Crafting and employability
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relational Job Crafting exploring the role of employee motives with a weekly diary study
Human Relations, 2019Co-Authors: Yasin Rofcanin, Arnold B. Bakker, Aykut Berber, Ismail Golgeci, Mireia Las HerasAbstract:In this weekly diary study, we integrated research on Job Crafting to explore the associations between expansion and contraction oriented relational Job Crafting, work engagement and manager-rated employee behaviours (work performance and voice). Furthermore, we investigated cross-level moderations of prosocial and impression management motives on our proposed associations. We tested our hypotheses with matched data collected over seven weeks in Istanbul, Turkey. The results from multilevel analyses revealed that (a) expansion oriented relational Job Crafting is positively related with work performance and voice via work engagement, while (b) contraction oriented relational Job Crafting is negatively related with work performance and voice via work engagement, all measured at the week level. Furthermore, impression management motives of employees moderated the association between expansion oriented relational Job Crafting and work engagement in that this positive association is stronger for employees low on impression management motives. Our results contribute to Job Crafting research in two ways. First, it focuses on relational Job Crafting and discusses how and why the two opposite types of relational Job Crafting (expansion versus contraction oriented) impact on work engagement and employees’ key outcomes in the way they do. This addresses the question ‘is there a dark side to Job Crafting?’ Second, it focuses on the importance of context and integrates two motives relevant to understand how relational Job Crafting unfolds, thereby taking a step to address questions for whom (i.e. what kinds of employees), relational Job Crafting is more effective and translates into enhanced (vs deteriorated) work outcomes. Moreover, our use of a weekly within-person design adds to a recently growing research stream emphasizing the dynamic nature of Job Crafting.
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fostering flexibility in the new world of work a model of time spatial Job Crafting
Frontiers in Psychology, 2019Co-Authors: Christina Wessels, Arnold B. Bakker, Michaela C Schippers, Sebastian Stegmann, Peter Van Baalen, Karin I ProperAbstract:In today’s “new world of work,” knowledge workers are often given considerable flexibility regarding where and when to work (i.e., time-spatial flexibility) and this has become a popular approach to redesigning work. Whilst the adoption of such practices is mainly considered a top-down approach to work design, we argue that successful utilization of time-spatial flexibility requires proactivity on the part of the employee in the form of time-spatial Job Crafting. Previous research has demonstrated that time-spatial flexibility can have both positive and negative effects on well-being, performance, and work-life balance; yet remains mute about the underlying reasons for this and how employees can handle the given flexibility. Drawing on research from work design, we posit that in order for employees to stay well and productive in this context, they need to engage in time-spatial Job Crafting (i.e., a context-specific form of Job Crafting that entails reflection on time and place), which can be considered a future work skill. We propose a theoretical model of time-spatial Job Crafting in which we discuss its components, shed light on its antecedents, and explain how time-spatial Job Crafting is related to positive work outcomes through a time/spatial-demands fit.
Maria Tims - One of the best experts on this subject based on the ideXlab platform.
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the process of reinventing a Job a meta synthesis of qualitative Job Crafting research
Journal of Vocational Behavior, 2020Co-Authors: A Lazazzara, Maria Tims, Davide De GennaroAbstract:Abstract Two different research streams are encountered in the Job Crafting literature. The first, defined as task, cognitive, and relational Job Crafting by Wrzesniewski and Dutton (2001), has predominantly applied qualitative research designs to explore how employees craft their Jobs to better align them with their preferences, abilities, and motivations to enhance work meaning and identity. The second stream, characterized by Crafting Job demands and Job resources (Tims & Bakker, 2010), focuses mostly on quantitative research designs and examines the antecedents of Job Crafting and whether those antecedents are related to work-related well-being and performance. Although the quantitative studies have recently been meta-analyzed (Lichtenthaler & Fischbach, 2018; Rudolph, Katz, Lavigne, & Zacher, 2017), the knowledge that is captured in the qualitative studies has not been formally integrated. We contribute to a better understanding of Job Crafting by conducting a meta–synthesis of the qualitative research. Analyzing 24 qualitative studies, we developed a process model of Job Crafting that enhances an in-depth understanding of the processes associated with Job Crafting. More specifically, we highlight the motives for Job Crafting (i.e., proactive or reactive) and how the specific context may influence the form of Job Crafting in which individuals engage. Next, the process model shows that personal factors connect Job Crafting forms to the experienced Job Crafting consequences. The process model enables a better understanding of the conditions under which Job Crafting is most likely to generate positive or negative experiences.
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when do Job Crafting interventions work the moderating roles of workload intervention intensity and participation
Institue of Work Psychology International Conference 2020, 2020Co-Authors: Caroline Knight, Maria Tims, Jason Gawke, Sharon K ParkerAbstract:Abstract Job Crafting refers to self-initiated, proactive strategies to change work characteristics to better align one's Job with personal needs, goals, and skills. This study evaluated the conditions under which Job Crafting interventions are effective for increasing Job Crafting behaviours. We assessed the impact of initial workload on the effectiveness of two interventions – a less intense, knowledge-reflection intervention (N = 39), and a more intense, knowledge-reflection-action intervention that involved completing Job Crafting Boosts over 4 weeks (N = 50). Irrespective of intervention, longitudinal growth modelling analyses revealed that those with high initial workload engaged in more Crafting behaviours to decrease hindering demands, whereas those with low initial workload engaged in more Crafting behaviours to increase structural resources. No significant differences were observed between intervention groups in any Job Crafting behaviours. A further goal of the study was to examine, for those in the knowledge-reflection-action intervention, how much the participants actively participated in Job Crafting Boosts. Engagement varied considerably, with the average participation being below the target of three Job Crafting Boosts per week. Content analysis of open-ended responses to questions revealed that, for those who did engage in the Job Crafting Boosts, there were positive experiences, including insights about making positive changes at work, increased vigour and motivation, increased productivity, and resolved problems. This research shows that: interventions to reduce hindering demands should be targeted at those high in initial workload; interventions to increase Job resources should be targeted at those low in initial workload; and intervention intensity does not impact intervention effectiveness.
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Job Crafting in the changing work context and practical implications
Academy of Management Proceedings, 2019Co-Authors: Fangfang Zhang, Maria Tims, Arnold B. Bakker, Anja Van Den Broeck, Christine Yin Man Fong, Judith Plomp, Haijiang WangAbstract:Despite advances in Job Crafting research over the past decade, the dramatic changes in work context and workforce have given rise to new questions about the nature and effects of Job Crafting. Two...
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psychological safety Job Crafting and employability a comparison between permanent and temporary workers
Frontiers in Psychology, 2019Co-Authors: Judith Plomp, Maria Tims, Arnold B. Bakker, Svetlana N Khapova, Paul JansenAbstract:Employability is one of the leading challenges of the contemporary organizational environment. While much is known about the positive effects of Job Crafting on employees’ employability in general, little is known about its effects when employment contacts are different. Differentiating between temporary and permanent workers, in this article we investigate how in the environment of psychological safety, these two types of employees engage in Job Crafting, and how Job Crafting is related to their perceived employability. Data were collected among two samples, consisting of temporary agency workers (N = 527), and permanent employees (N = 796). Structural equation modeling (SEM) analyses indicated a different pattern of results for the two groups: for permanent employees, increasing challenging Job demands was positively, and decreasing hindering Job demands was negatively related to perceived employability. Moreover, psychological safety was related to all Job Crafting dimensions. For agency workers, only increasing structural Job resources was related to employability, while psychological safety was negatively associated with Crafting hindrances. These findings suggest that a climate of psychological safety is particularly effective for permanent employees in fostering Job Crafting and employability
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Crafting your career how career competencies relate to career success via Job Crafting
Applied Psychology, 2017Co-Authors: Jos Akkermans, Maria TimsAbstract:This study aimed to investigate whether career competencies could enhance an employee's subjective career success in terms of perceived employability and work–home balance via Job Crafting behaviors. Based on Job Demands-Resources (JD-R) Theory, we examined a potential motivational process in which career competencies, as a personal resource, would enhance career success through expansive Job Crafting. The results showed that Job Crafting mediated the positive relationship between career competencies and both internal and external perceived employability. In addition, Job Crafting mediated the positive relationship between career competencies and work–home enrichment. We expected a negative association between Job Crafting and work–home interference, yet our results indicated that career competencies are indirectly and positively related to work–home interference via Job Crafting. With our findings, we add to JD-R Theory by (1) showing that career competencies may be considered a personal resource, (2) empirically examining the role of Job Crafting in motivational processes, and (3) showing that enhanced subjective career success can be an outcome of motivational processes. Organisations may use these findings to implement developmental HR practices aimed at increasing career competencies and Job Crafting.
Wilmar B Schaufeli - One of the best experts on this subject based on the ideXlab platform.
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an exploration of the component validity of Job Crafting
European Journal of Work and Organizational Psychology, 2020Co-Authors: Toon W Taris, Maureen F Dollard, Wilmar B SchaufeliAbstract:Interest in Job Crafting as a means to create more work meaning has led to the development of multi-perspective conceptualizations of Job Crafting. Although useful comprehensive portraits of comple...
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a multilevel study on servant leadership Job boredom and Job Crafting
Journal of Managerial Psychology, 2018Co-Authors: Lotta K Harju, Wilmar B Schaufeli, Jari J HakanenAbstract:Purpose The purpose of this paper is to examine cross-level effects of team-level servant leadership on Job boredom and the mediating role of Job Crafting. Cross-level moderating effects of team-level servant leadership were also investigated. Design/methodology/approach This longitudinal study employed a multilevel design in a sample of 237 employees, clustered into 47 teams. Servant leadership was aggregated to the team-level to examine the effects of shared perceptions of leadership at T1 on individual-level outcome, namely Job boredom, at T2. In addition, mediation analysis was used to test whether team-level servant leadership at T1 can protect followers from Job boredom at T2 by fostering Job Crafting at T2. Cross-level moderating effects of team-level servant leadership at T1 on the relation between Job Crafting at T2 and Job boredom at T2 were also modeled. Findings Job Crafting at T2 mediated the cross-level effect of team-level servant leadership at T1 on Job boredom at T2. Research limitations/implications The findings suggest that team-level servant leadership predicts less Job boredom by boosting Job Crafting. Originality/value This study is the first to assess the effects of servant leadership on Job boredom and the mediating role of Job Crafting. This paper examines Job boredom in a multilevel design, thus extending knowledge on its contextual components.
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Crafting the Change: The Role of Employee Job Crafting Behaviors for Successful Organizational Change
Journal of Management, 2018Co-Authors: Paraskevas Petrou, Evangelia Demerouti, Wilmar B SchaufeliAbstract:Organizations today have to change constantly. Although both practitioners and scientists agree that organizational change communication is the most effective strategy to improve employee adjustment to change, little is known about how change communication enhances more proac- tive employee reactions to change. The present study addresses employee Job Crafting behaviors (i.e., seeking Job resources, seeking Job challenges, and reducing Job demands) as a tool used by employees in order to respond to and cope with implemented organizational change. Using regulatory focus theory, we propose that on the basis of their promotion or prevention regula- tory focus, employees respond to organizational change communication via Job Crafting behav- iors that further enhance or hinder their adjustment to change (i.e., work engagement and adaptivity). Hypotheses are tested with a latent change score analytical approach via a three- wave longitudinal design among 368 police officers. Findings reveal that while adequate change communication is linked to increased Job Crafting behaviors for promotion focused employees, inadequate change communication is linked to increased Job Crafting behaviors for prevention focused employees. Furthermore, seeking resources is positively associated with employee work engagement, seeking challenges is positively associated with adaptivity, and reducing demands is negatively associated with work engagement. These findings bring together three different streams of literature (i.e., organizational change, regulatory focus, and Job Crafting). Implications for management are outlined, and they are, thereafter, translated to a specific workplace intervention, which is proposed to organizations and managers.
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antecedents of daily team Job Crafting
European Journal of Work and Organizational Psychology, 2017Co-Authors: Anne Makikangas, Arnold B. Bakker, Wilmar B SchaufeliAbstract:This study investigated potential antecedents of team Job Crafting defined as the extent to which team members engage together in increasing (social and structural) Job resources and challenges, and decreasing hindering Job demands. Mindful of the teamwork literature, we hypothesized that individual employee factors (self-efficacy for teamwork, daily affect), team features (team cohesion, climate) and the organizational context of teams (engaging leadership and organizational resources for teamwork) relate positively to daily team Job Crafting behaviour. Data were collected among 46 multi-professional rehabilitation teams whose members completed two daily surveys after their weekly meetings. Multilevel regression analyses showed that self-efficacy for teamwork and team members’ positive affect were positively associated with team Job Crafting behaviour at the individual (within-team) level. In addition, a team climate characterized by a clear vision of the teams’ targets, supportiveness and innovation and connecting leadership were positively related to daily team Job Crafting at both the within- and between-team levels of the data. Overall, the study offers novel insights into the antecedents of teams’ daily Job Crafting behaviours. For practice, the results suggest that actions and interventions conducive to positive team processes offer the most promising route to enhancing team Job Crafting behaviour.
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different types of employee well being across time and their relationships with Job Crafting
Journal of Occupational Health Psychology, 2017Co-Authors: Jari J Hakanen, Maria C W Peeters, Wilmar B SchaufeliAbstract:We used and integrated the circumplex model of affect (Russell, 1980) and the conservation of resources theory (Hobfoll, 1998) to hypothesize how various types of employee well-being, which can be differentiated on theoretical grounds (i.e., work engagement, Job satisfaction, burnout, and workaholism), may differently predict various Job Crafting behaviors (i.e., increasing structural and social resources and challenging demands, and decreasing hindering demands) and each other over time. At Time 1, we measured employee well-being, and 4 years later at Time 2, Job Crafting and well-being, using a large sample of Finnish dentists (N = 1,877). The results of structural equation modeling showed that (a) work engagement positively predicted both types of increasing resources and challenging demands and negatively predicted decreasing hindering demands; (b) workaholism positively predicted increasing structural resources and challenging demands; (c) burnout positively predicted decreasing hindering demands and negatively predicted increasing structural resources, whereas (d) Job satisfaction did not relate to Job Crafting over time; and (e) work engagement positively influenced Job satisfaction and negatively influenced burnout, whereas (f) workaholism predicted burnout after controlling for baseline levels. Thus, work engagement was a stronger predictor of future Job Crafting and other types of employee well-being than Job satisfaction. Although workaholism was positively associated with Job Crafting, it also predicted burnout. We conclude that the relationship between Job Crafting and employee well-being may be more complex than assumed, because the way in which employees will craft their Jobs in the future seems to depend on how they currently feel. (PsycINFO Database Record
Daantje Derks - One of the best experts on this subject based on the ideXlab platform.
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fostering employee well being via a Job Crafting intervention
Journal of Vocational Behavior, 2017Co-Authors: Jessica Van Wingerden, Arnold B. Bakker, Daantje DerksAbstract:This study examined the impact of an intervention based on Job Demands-Resources (JD-R) theory. We hypothesized that the intervention would influence participants' Job Crafting behaviors, as well as their basic need satisfaction. Further, we hypothesized a positive impact on participants work engagement. In addition to the proposed intervention effects, we expected that Job Crafting would have a positive relationship with work engagement, through basic need satisfaction. The study used a quasi-experimental design with an experimental group and a control group. Teachers completed measures pre- and post-intervention. Results of analyses of variance were largely in line with our predictions. In the intervention group, Job Crafting, basic need satisfaction, and work engagement increased over time. In the control group, no significant changes were found on all variables. In addition, the results of the analysis confirmed the hypothesized mediation. We discuss the implications of these findings for both JD-R theory and practice.
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the longitudinal impact of a Job Crafting intervention
European Journal of Work and Organizational Psychology, 2017Co-Authors: Jessica Van Wingerden, Arnold B. Bakker, Daantje DerksAbstract:ABSTRACTThis study examined the impact of a Job Crafting intervention based on Job demands-resources (JD-R) theory. We hypothesized that the intervention would influence participants’ Job Crafting behaviours, as well as their Job demands, Job resources, and personal resources. In addition, we hypothesized a positive impact of the intervention on work engagement and self-rated Job performance. The study used a quasi-experimental design with a control group. Teachers (N = 75) participated in the Job Crafting intervention on three occasions with 9 weeks in-between the first and second measurement, and 1 year in-between the second and third measurement. Results showed that the intervention had a significant impact on participants’ Job Crafting behaviours, both at time 2 and time 3. In addition, the results showed a significant increase of performance feedback, opportunities for professional development, self-efficacy, and Job performance 1 year after the Job Crafting intervention. Participants’ levels of Job ...
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examining Job Crafting from an interpersonal perspective is employee Job Crafting related to the well being of colleagues
Applied Psychology, 2015Co-Authors: Maria Tims, Arnold B. Bakker, Daantje DerksAbstract:Individuals engage in Job Crafting to create a better fit between their Job and their preferences, skills, and abilities. However, the individual focus may overlook the impact of Job Crafting on the Job context or well-being of colleagues. Therefore, an important question that is addressed in this study is whether the Crafting of one person is related to the Job characteristics and well-being of a colleague. This study explores the potential negative effects of a seemingly positive strategy for the individual on a colleague. Namely, we predict that when employees decrease their hindering Job demands, their colleagues will be more likely to report a higher workload and more conflict. In turn, we hypothesise that colleague reports of workload and conflict are related to colleague burnout. Data were collected among 103 dyads and analyzed with the Actor‐ Partner Interdependence Model. The results largely supported the hypothesised relationships: Decreasing hindering Job demands was positively related to colleague workload and conflict, which, in turn, related positively to colleague burnout. These findings suggest that proactively decreasing hindering Job demands not only relates to personal Job experiences, but also to colleague Job characteristics and well-being.
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Job Crafting and Job performance a longitudinal study
European Journal of Work and Organizational Psychology, 2015Co-Authors: Maria Tims, Arnold B. Bakker, Daantje DerksAbstract:In this three-wave study (N = 288), we examined whether Job Crafting intentions and work engagement led to actual Job Crafting behaviours and, in turn, to higher levels of prospective work engagement and Job performance. We used the Job Demands-Resources model as a theoretical framework and defined Job Crafting as the self-initiated changes that employees make in their Job demands and resources. One month after reporting their Job Crafting intentions, respondents rated their actual Job Crafting behaviours. Again one month later, they rated their levels of work engagement, in-role performance, and organizational citizenship behaviour towards individuals (OCBI). Results of structural equation modelling showed that Job Crafting intentions and work engagement significantly related to actual Job Crafting, which, in turn, related to higher levels of work engagement, while controlling for Job characteristics. Results further showed that engaged employees performed better on their in-role tasks but did not perfor...
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daily Job Crafting and the self efficacy performance relationship
Journal of Managerial Psychology, 2014Co-Authors: Maria Tims, Arnold B. Bakker, Daantje DerksAbstract:Purpose – The purpose of this paper is to examine whether Job Crafting and work enjoyment could explain the well-established relationship between self-efficacy and Job performance. The authors hypothesized that employees would be most likely to engage in proactive Job Crafting behaviors on the days when they feel most self-efficacious. Daily Job Crafting, in turn, was expected to relate to daily performance through daily work enjoyment. Design/methodology/approach – A daily diary study was conducted among a heterogeneous sample of employees (N=47, days=215). Participants completed the survey on five consecutive days. Findings – The results of multilevel structural equation modeling analyses were generally in line with the hypotheses. Specifically, results indicated that employees who felt more self-efficacious on a given day were more likely to mobilize their Job resources on that day. Daily Job Crafting, in turn, was positively correlated to work enjoyment and indirectly associated with performance. Part...
Evangelia Demerouti - One of the best experts on this subject based on the ideXlab platform.
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Job Crafting interventions do they work and why
Positive psychological intervention design and protocols for multi-cultural contexts, 2019Co-Authors: Evangelia Demerouti, Maria C W Peeters, Machteld Van Den HeuvelAbstract:The majority of Job redesign initiatives follow a ‘top-down’ approach, in which management optimizes Job demands and resources to obtain successful organizational outcomes. However, these approaches are not always effective. Little is known about the effectiveness of interventions, where employees proactively optimize their work environment in order to improve their well-being, motivation, and performance. One such Job redesign strategy is Job Crafting. Job Crafting is proactive behaviour that enables individuals to fit the Job characteristics to their needs and preferences by seeking resources, seeking challenges and reducing demands. The first aim of this chapter is to describe the design of the Job Crafting intervention, which integrates a two-day Crafting workshop intervention, followed by 3 or 4 weekly self-set Crafting assignments and a reflection session. The second aim of this chapter is to present theoretical explanations regarding how the Job Crafting intervention leads to desired changes for both employees and organisations. We base our argumentation on social cognitive theory, experiential learning theory and situated experiential learning narratives. The final aim is to present an overview of the existing evidence regarding the effectiveness of the intervention. It is concluded that the Job Crafting intervention is a promising tool to help organisations to support and maintain employee well-being and (to a somewhat lesser extent) performance, even during times of organizational change. The chapter ends with several suggestions for future research and practice.
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daily transformational leadership and employee Job Crafting the role of promotion focus
European Management Journal, 2018Co-Authors: Jorn Hetland, Arnold B. Bakker, Hilde Hetland, Evangelia DemeroutiAbstract:Transformational leaders are expected to challenge their followers to take greater ownership of their work, allowing the leader to align followers with tasks that enhance their performance. In the present study, we hypothesize that transformational leadership is positively related to followers' Job-Crafting behaviour - proactive behaviour aimed at optimizing Job demands and Job resources. Moreover, we argue that followers' promotion focus (i.e. being driven by growth and development needs) positively moderates this relationship. Data were collected from 107 employees from Norwegian knowledge-based organizations (response = 93.2%). Participants responded to a general questionnaire and five daily diary questionnaires (total N = 535 occasions). The results of multilevel analyses revealed partial support for our hypotheses. Followers' day-level perception of their leader's transformational behaviour was positively related to followers' day-level Job Crafting in the form of increasing structural and social resources. Moreover, daily transformational leadership was particularly beneficial for Job Crafting when followers scored high (vs. low) on the trait promotion focus. We conclude that transformational leaders can encourage their followers' use of Job Crafting, and that employees' promotion focus facilitates this effect.
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individual Job redesign Job Crafting interventions in healthcare
Journal of Vocational Behavior, 2018Co-Authors: Heather J Gordon, Evangelia Demerouti, Arnold B. Bakker, Pascale Le M Blanc, Tanja Bipp, Marc A M T VerhagenAbstract:In two quasi-experimental studies – Study 1 among medical specialists (N = 119) and Study 2 among nurses (N = 58) – we tested the impact of a general and a specific Job Crafting intervention on health care professionals’ well-being and (objective and subjective) Job performance. Both groups of participants received training and then set personal Job Crafting goals for a period of three weeks. The results of a series of repeated measures analyses showed that both interventions were successful. Participation in the Job Crafting intervention groups were associated with increases in Job Crafting behaviors, well-being (i.e., work engagement, health, and reduced exhaustion), and Job performance (i.e., adaptive, task, and contextual performance) for the medical specialists and nurses relative to the control groups. Though we did not find a significant intervention effect for objective performance, we conclude that Job Crafting is a promising Job redesign intervention strategy that individual employees can use to improve their well-being and Job performance.
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Crafting the Change: The Role of Employee Job Crafting Behaviors for Successful Organizational Change
Journal of Management, 2018Co-Authors: Paraskevas Petrou, Evangelia Demerouti, Wilmar B SchaufeliAbstract:Organizations today have to change constantly. Although both practitioners and scientists agree that organizational change communication is the most effective strategy to improve employee adjustment to change, little is known about how change communication enhances more proac- tive employee reactions to change. The present study addresses employee Job Crafting behaviors (i.e., seeking Job resources, seeking Job challenges, and reducing Job demands) as a tool used by employees in order to respond to and cope with implemented organizational change. Using regulatory focus theory, we propose that on the basis of their promotion or prevention regula- tory focus, employees respond to organizational change communication via Job Crafting behav- iors that further enhance or hinder their adjustment to change (i.e., work engagement and adaptivity). Hypotheses are tested with a latent change score analytical approach via a three- wave longitudinal design among 368 police officers. Findings reveal that while adequate change communication is linked to increased Job Crafting behaviors for promotion focused employees, inadequate change communication is linked to increased Job Crafting behaviors for prevention focused employees. Furthermore, seeking resources is positively associated with employee work engagement, seeking challenges is positively associated with adaptivity, and reducing demands is negatively associated with work engagement. These findings bring together three different streams of literature (i.e., organizational change, regulatory focus, and Job Crafting). Implications for management are outlined, and they are, thereafter, translated to a specific workplace intervention, which is proposed to organizations and managers.
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transformational leadership adaptability and Job Crafting the moderating role of organizational identification
Journal of Vocational Behavior, 2017Co-Authors: Haijiang Wang, Evangelia Demerouti, Pascale Le M BlancAbstract:In this study, we aim to explore the link between transformational leadership and Job Crafting. We predict that transformational leadership will stimulate employee Job Crafting (seeking resources, seeking challenges, and reducing demands) by increasing their adaptability; but that transformational leadership will be less effective when employees have higher levels of organizational identification. We collected data from 185 dyads of subordinates and supervisors. Supervisors rated their own transformational leadership and subordinates' adaptability, and subordinates rated their own Job Crafting and organizational identification. Results from structural equation modelling analyses partially supported our hypotheses. In general our findings suggest that transformational leadership is associated with more expansion Job Crafting (seeking resources and seeking challenges) via adaptability, particularly for employees with lower organizational identification. We conclude that transformational leadership is an important antecedent of employee adaptability and proactivity at work.