scholarly journals The effects of a job crafting intervention on the success of an organizational change effort in a blue‐collar work environment

2020 ◽  
Author(s):  
Evangelia Demerouti ◽  
Luc M. A. Soyer ◽  
Maria Vakola ◽  
Despoina Xanthopoulou
Keyword(s):  
Organizational Change ◽  
Work Environment ◽  
Job Crafting ◽  
Blue Collar ◽  
Change Effort

scholarly journals Job Crafting as Reaction to Organizational Change

2018 ◽  
Vol 54 (3) ◽  
pp. 349-370 ◽  
Author(s):  
Marlene Walk ◽  
Femida Handy
Keyword(s):  
Organizational Change ◽  
Public Education ◽  
Work Environment ◽  
Change Theory ◽  
Situational Factors ◽  
Job Crafting ◽  
Specific Context ◽  
Individual Outcomes ◽  
Context Factors ◽  
Using Data

Change recipients are not just negative and passive, but positive and active shapers of organizational change; we draw on job crafting to reflect positive and proactive behaviors individuals display in their changing work environment. Drawing on job crafting and organizational change theory, this study proposes a conceptual framework that links change-specific context factors to job crafting as a form of change proactivity. These factors provide the impetus for change recipients to engage in job crafting, a relationship that is moderated by individual differences and situational factors. Job crafting is also related to organizational and individual outcomes. We test these relationships using data collected from teachers shortly after a major policy change was announced in Germany’s public education sector. This study provides new insights into the antecedents and outcomes of job crafting, while offering a positive framing of change recipients as positive and active shapers during organizational change.

Job crafting als sleutel tot succesvolle organisatieverandering

2013 ◽  
Vol 26 (1) ◽  
Author(s):  
Paraskevas Petrou ◽  
Evangelia Demerouti ◽  
Kimberley Breevaart
Keyword(s):  
Organizational Change ◽  
Work Environment ◽  
Empirical Evidence ◽  
Organisational Change ◽  
Employee Motivation ◽  
Job Crafting ◽  
Future Research ◽  
Organizational Changes ◽  
Health Implications ◽  
Practical Recommendations

Job crafting as a key to successful organisational change Job crafting as a key to successful organisational change Contemporary organizations are continuously required to introduce changes and employees are expected to adapt to these changes. However, we still lack knowledge on how organizational change can be successfully implemented. We suggest that employees who craft and reshape their jobs adapt better to today’s rapidly transforming work environment and thus increase the success of organizational change. In this article, we, therefore, draw on theoretical views and existing empirical evidence to describe which situations and individual attributes stimulate job crafting during organizational changes. Furthermore, we examine why job crafting can increase the success of organizational change (in terms of employee motivation, performance and health). Implications for future research within this new area are discussed and practical recommendations are provided to leaders who manage organizational change.

Creating Energy for Change: The Role of Changes in Perceived Leadership Support on Commitment to an Organizational Change Initiative

2020 ◽  
pp. 002188632090742
Author(s):  
J. Kevin Ford ◽  
Taylor K. Lauricella ◽  
Jenna A. Van Fossen ◽  
Shawn J. Riley
Keyword(s):  
Organizational Change ◽  
Organizational Citizenship ◽  
Large Scale ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behaviors ◽  
Commitment To Change ◽  
Change Effort ◽  
Personal Commitment ◽  
Leader Support ◽  
Leadership Support

Leader support is critical for organizational change, yet prior research has examined support as a static construct. Drawing on social learning and change momentum theories, we hypothesized that increases in perceptions of leadership support across the first 2 years of a change effort is related to employee perceptions of positive change at Time 2 and personal commitment to change and organizational citizenship behaviors at Time 3. To test this model, we collected data in 2012, 2013, and 2015 at a state wildlife agency undergoing a large-scale change effort. Across Time 1 and Time 2, perceptions of leader support of the change increased, and this shift was related to perceptions of positive internal and external changes. Changes in perceptions of leader support also indirectly predicted personal commitment to change and organizational citizenship behaviors, mediated by perceptions of positive internal and external changes. Findings substantiate the importance of continual leadership support.

Paying dues to the union: A study of blue-collar workers in a right-to-work environment

1988 ◽  
Vol 9 (2) ◽  
pp. 167-181 ◽  
Author(s):  
John M. Jermier ◽  
Cynthia Fryer Cohen ◽  
Jeannie Gaines
Keyword(s):  
Work Environment ◽  
Blue Collar ◽  
Blue Collar Workers ◽  
Right To Work

Transformative gender interventions

2016 ◽  
Vol 35 (7/8) ◽  
pp. 429-448 ◽  
Author(s):  
Jennifer Anne de Vries ◽  
Marieke van den Brink
Keyword(s):  
Organizational Change ◽  
Structural Change ◽  
Intervention Strategy ◽  
Subsequent Development ◽  
Theory And Practice ◽  
Gender Inequalities ◽  
Ripple Effect ◽  
Transformative Change ◽  
Content Type ◽  
Change Effort

Purpose Translating the well-established theory of the gendered organization into strategic interventions that build more gender equitable organizations has proven to be difficult. The authors introduce the emergence of the “bifocal approach” and its subsequent development and examine the potential of the “bifocal approach” as a feminist intervention strategy and an alternative means of countering gender inequalities in organizations. While pre-existing transformative interventions focus on more immediately apparent structural change, the focus begins with the development of individuals. The paper aims to discuss these issues. Design/methodology/approach Developed through iterative cycling between theory and practice, the “bifocal approach” links the existing focus on women’s development with a focus on transformative organizational change. The bifocal approach deliberately begins with the organization’s current way of understanding gender in order to build towards frame-breaking transformative change. Findings The authors show how the bifocal is able to overcome some of the main difficulties of earlier transformative approaches, maintaining organizational access, partnership building, sustaining a gender focus and ultimately sustaining the change effort itself. The bifocal approach seeks structural change, however, the change effort rests with individuals. The development of individuals, as conceived within the bifocal approach was designed to create a “small wins” ripple effect, linking individual (agency) and organizational change (structure). Practical implications The bifocal approach offers a comprehensive re-modelling of traditional interventions for other scholars and practitioners to build on. Organizational interventions previously categorized as “fixing women” could be re-examined for their capacity to provide the foundation for transformative change. Originality/value The contribution of this paper lies in proposing and examining the bifocal approach as a feminist intervention strategy that overcomes the dualism between the existing frames of organizations and the transformative frame of scholars, in order to move practice and theory forward.

Creating a Healthy Work Environment in the Midst of Organizational Change and Transition

1997 ◽  
Vol 27 (6) ◽  
pp. 35-41 ◽  
Author(s):  
Mary Jo Kreitzer ◽  
Donna Wright ◽  
Carol Hamlin ◽  
Sue Towey ◽  
Margo Marko ◽  
...  
Keyword(s):  
Organizational Change ◽  
Work Environment ◽  
Healthy Work Environment ◽  
Healthy Work
Sign in / Sign up

Export Citation Format

Share Document