scholarly journals Are managers also ‘crafting leaders’? The link between organizational rank, autonomy, and job crafting

2017 ◽  
Vol 48 (2) ◽  
pp. 198-211 ◽  
Author(s):  
Marta Anna Roczniewska ◽  
Malwina Puchalska-Kamińska
Keyword(s):  
Job Demands ◽  
Job Crafting ◽  
Job Resources ◽  
The Relationship ◽  
The Way

Abstract Although research has examined the role leaders may play in shaping job re-design behaviors among their subordinates, little is known about the way managers craft their jobs as compared to other employees. In two crosssectional studies we tested whether organizational rank affects the frequency of job crafting (H1), and to what extent this relationship is mediated via perceived autonomy (H2). Study 1 (N = 267) demonstrated that managers craft their jobs more frequently than non-managers by increasing structural job resources and seeking challenges at work. We also showed that autonomy explains the relationship between organizational rank and the frequency of increasing structural and social job demands, as well as seeking challenges. However, managers did not craft their jobs by decreasing job demands more often than regular employees. In Study 2 (N = 262) we replicated this pattern of results, subsequently demonstrating that managers with shorter tenure use their autonomy to craft their jobs via decreasing job demands. We discuss the contributions and potential implications of these results.

scholarly journals Employees’ Job Characteristics and Job Crafting Behavior: The Mediating Role of Perceived Opportunities to Craft

2018 ◽  
Vol 8 (4) ◽  
pp. 65
Author(s):  
Jessica Van Wingerden ◽  
Rob Poell
Keyword(s):  
Health Care Professionals ◽  
Structural Equation ◽  
Job Demands ◽  
Job Characteristics ◽  
Job Crafting ◽  
Job Resources ◽  
Mediating Role ◽  
Dutch Health ◽  
The Relationship

The present study was designed to gain knowledge about the relationship between job characteristics in the workplace (job demands and job resources), employees’ perceived opportunities to craft, and subsequently their actual job crafting behavior. Specifically, the potential mediating role of perceived opportunities to craft could shed better light on the mechanisms that lead employees to job craft in the context of particular work characteristics. We collected data among a group of Dutch health care professionals working in an organization that offers care for patient with mental disabilities (N=522). Participants of the study reported their job demands; workload, emotional demands and work-home interference, their job resources; role clarity, communication and team cohesion, their perceived opportunities to craft, and their job crafting behavior. We tested the hypothesized antecedents of job crafting perceptions and behavior model with structural equation modelling (SEM) analyses. Results indicated that perceived opportunities to craft mediates the relationship between job resources and employees actual job crafting behavior. The insights provided in this study do not only build on job crafting literature but are also helpful to understand which aspects of the workplace influence employees’ job crafting behavior. Therefore, these insights may be useful for the deliberate cultivation of job crafting behavior within organizations.

scholarly journals The Relationship Between Job Crafting, Work Engagement, and Performance: A Meta-Analysis.

2019 ◽  
Author(s):  
Benedikt Alexander Schuler ◽  
Carmen Binnewies ◽  
Paul - Christian Bürkner
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Meta Analysis ◽  
Job Demands ◽  
Job Crafting ◽  
Job Resources ◽  
Equation Modelling ◽  
Study Results ◽  
And Performance ◽  
The Relationship

Although much research on the relationship between job crafting, work engagement, and performance has been conducted, mainly building on the job demands-resources (JD-R) model, it is still unclear whether work engagement mediates the relationship between the job crafting dimensions and performance as assumed by the JD-R model. To test this we statistically integrated 44 primary studies via random effects meta-analysis and examined the assumed mediation through work engagement via meta-analytic structural equation modelling. Moreover, we conducted exploratory moderator analyses to identify systematic variations in the relationships under study. Results showed that increasing structural and social job resources, as well as increasing challenging job demands were positively related to work engagement and performance, whereas decreasing hindering job demands was negatively related to work engagement and unrelated to performance. The relationships between job crafting practices and performance were mediated by work engagement to various extents. Exploratory moderator analyses demonstrated that the employees’ culture (individualistic vs. collectivistic) consistently moderated the relationships under study.

scholarly journals The Motivational Potential of Human Resource Development: Relationships Between Perceived Opportunities for Professional Development, Job Crafting and Work Engagement

2018 ◽  
Vol 8 (2) ◽  
pp. 27 ◽  
Author(s):  
Naomi Grosze Nipper ◽  
Jessica van Wingerden ◽  
Rob Poell
Keyword(s):  
Professional Development ◽  
Human Resource Development ◽  
Work Engagement ◽  
Job Demands ◽  
Job Crafting ◽  
Job Resources ◽  
Future Research ◽  
Changing Economy ◽  
The Relationship ◽  
Practical Implications

The importance of work engagement for organizational success in a rapidly changing economy has been emphasized in literature for several decades. A possible strategy for organizations to strengthen employees’ work engagement may be related to their professional development. Based on the job crafting and job demands-resources literatures, we hypothesize that perceived opportunities for professional development have a positive relationship with work engagement and that this relationship is partially mediated by employees’ job crafting behavior. To test the hypothesized relationships, we conducted a bootstrapping analysis using a sample of 859 employees working in various sectors and organizations in The Netherlands. The outcomes revealed that job crafting partially mediated the relationship between perceived opportunities for professional development and employees’ work engagement. More specifically, two job crafting strategies were the strongest mediators in the relationship between perceived opportunities for professional development and work engagement, namely increasing structural job resources and increasing challenging job demands. Theoretical contributions, limitations, suggestions for future research and practical implications are discussed.

A Confirmatory Investigation of a Job Demands-Resources Model Using a Categorical Estimator

2012 ◽  
Vol 111 (2) ◽  
pp. 528-544 ◽  
Author(s):  
Leon de Beer ◽  
Sebastiaan Rothmann ◽  
Jaco Pienaar
Keyword(s):  
Organizational Commitment ◽  
Structural Equation ◽  
Job Demands ◽  
Theory And Practice ◽  
Dual Process ◽  
Alternative Methods ◽  
Job Resources ◽  
Medium Effect ◽  
Economic Sectors ◽  
The Relationship

A confirmatory investigation of a job demands-resources model was conducted with alternative methods, in a sample of 15, 633 working adults aggregated from various economic sectors. The proposed model is in line with job demands-resources theory and assumes two psychological processes at work which are collectively coined “the dual process.” The first process, the energetic, presents that job demands lead to ill-health outcomes due to burnout. The second process, the motivational, indicates that job resources lead to organizational commitment due to work engagement. Structural equation modelling analyses were implemented with a categorical estimator. Mediation analyses of each of the processes included bootstrapped indirect effects and kappa-squared values to apply qualitative labels to effect sizes. The relationship between job resources and organizational commitment was mediated by engagement with a large effect. The relationship between job demands and ill-health was mediated by burnout with a medium effect. The implications of the results for theory and practice were discussed.

Kan het daderschap van pesterijen verklaard worden via het Job Demands-Resources model?

2012 ◽  
Vol 25 (1) ◽  
Author(s):  
Elfi Baillien ◽  
Nele Sijmens ◽  
Hans De Witte
Keyword(s):  
Workplace Bullying ◽  
Job Demands ◽  
Job Resources ◽  
Direct Effects ◽  
Negative Consequences ◽  
Positive Relation ◽  
Theoretical Frameworks ◽  
Future Studies ◽  
The Relationship ◽  
Job Demands And Resources

Can workplace bullying be explained by the Job Demands-Resources model? Can workplace bullying be explained by the Job Demands-Resources model? Workplace bullying leads to negative consequences and should be prevented. Studies investigating antecedents of bullying showed however two shortcomings. First, they mainly focused on targets, so little is known about perpetrators. Second, they rarely used theoretical frameworks to structure the antecedents. Therefore, this study aims to apply the Job Demands-Resources (JDR) model to being a perpetrator of bullying. We hypothesized that job demands related positively and job resources related negatively to being a perpetrator of bullying. We assumed an interaction effect between demands and resources and expected exhaustion to mediate the relationship between demands, resources and being a perpetrator. The results (N = 706) showed a significant interaction: job resources buffered the positive relation between job demands and being a perpetrator. No evidence was found for the direct effects and for exhaustion as a mediator. In summary, the JDR model is a valuable framework to explain being a perpetrator of bullying: job demands and resources interact in the prediction of being a perpetrator. Future studies may focus on other mediators that could explain this relationship.

Personal Resources Influence Job Demands, Resources, and Burnout: A One-year, Three-wave Longitudinal Study

2016 ◽  
Vol 44 (2) ◽  
pp. 247-258 ◽  
Author(s):  
Yansong Wang ◽  
Jie Huang ◽  
Xuqun You
Keyword(s):  
Longitudinal Study ◽  
Job Demands ◽  
Job Burnout ◽  
Job Resources ◽  
Personal Resources ◽  
Mediating Role ◽  
One Year ◽  
The Relationship ◽  
Job Demands And Resources

Our purpose in this 1-year, 3-wave longitudinal study was to investigate the relationships among job demands, job resources, personal resources, and job burnout in a group of 263 Chinese employees. Specifically, we examined the mediating role of personal resources in the relationships between job resources and job burnout, and between job demands and job burnout, as well as the reversed effect of job burnout on job demands and job resources. The results showed that job demands positively affected job burnout, whereas job and personal resources negatively affected job burnout over a 6-month period. Further, personal resources mediated the relationship between job resources and job burnout, but not that between job demands and job burnout. In addition, job burnout had a reversed effect on job demands and job resources. Implications are discussed in relation to balancing job demands and resources, and avoiding job burnout by utilizing personal resources.

The relationship between abusive supervision and employee's reaction: the job demands-resources model perspective

2020 ◽  
Vol 49 (9) ◽  
pp. 2035-2054
Author(s):  
Liang-Chih Huang ◽  
Cheng-Chen Lin ◽  
Szu-Chi Lu
Keyword(s):  
Emotional Exhaustion ◽  
Process Model ◽  
Discriminant Validity ◽  
Job Demands ◽  
Abusive Supervision ◽  
Moderated Mediation ◽  
Job Crafting ◽  
Content Type ◽  
Withdrawal Behavior ◽  
The Relationship

PurposeBased on the job demands-resources model, the present study proposes viewing abusive supervision as one type of job demand causing employees' emotional exhaustion, which results in psychological withdrawal behavior. In addition, job crafting can be viewed as a means to acquire job resources, and it buffers the influence of abusive supervision on employees' emotional exhaustion. Moreover, the present study also proposes the moderating effect of job crafting on abusive supervision and psychological withdrawal behavior will be mediated by emotional exhaustion.Design/methodology/approachConsidering the issue of common method variance, data were not only collected in a multi-temporal research design but also tested by Harman's one-factor test. In addition, a series of confirmatory factor analyses was conducted to ensure the discriminant validity of measures. The moderated mediation hypotheses were tested on a sample of 267 participants.FindingsThe process model analysis showed that emotional exhaustion partially mediates the relationship between abusive supervision and psychological withdrawal behavior. Moreover, job crafting buffers the detrimental effect of abusive supervision on emotional exhaustion, and the less exhausted employees exhibit less psychological withdrawal behavior than those exhausted.Originality/valueThis study proposed a moderated mediation model to examine how and when abusive supervision leads to more employees' psychological withdrawal behaviors, and found that emotional exhaustion is one potential mechanism and job crafting is one potential moderator. Specifically, it was revealed that employees view abusive supervision as a kind of social and organizational aspect of job demands which will exacerbate emotional exhaustion, and, in turn, lead to more psychological withdrawal behavior. However, when employees view themselves as job crafter, they can adopt various job crafting behaviors to decrease the emotional exhaustion, and thus less psychological withdrawal behavior.

scholarly journals Design Your Own Job Through Job Crafting

2014 ◽  
Vol 19 (4) ◽  
pp. 237-247 ◽  
Author(s):  
Evangelia Demerouti
Keyword(s):  
Job Demands ◽  
Job Crafting ◽  
Job Resources ◽  
Top Down ◽  
Beneficial Effects ◽  
Job Redesign

Job crafting can be viewed as changes that employees initiate in the level of job demands and job resources in order to make their own job more meaningful, engaging, and satisfying. As such, job crafting can be used to complement top-down approaches to improve jobs in order to overcome the inadequacies of job redesign approaches, to respond to the complexity of contemporary jobs, and to deal with the needs of the current workforce. This review aims to provide an overview of the conceptualizations of job crafting, the reasons why individuals craft their jobs, as well as the hypothetical predictors and outcomes of job crafting. Furthermore, this review provides suggestions to organizations on how to manage job crafting in their processes, and how to stimulate more beneficial job crafting behavior. Although research on job crafting is still in its infancy, it is worthwhile for organizations to recognize its existence and to manage it such that it has beneficial effects on the employees and the organization at large.

The impact of job crafting on job demands, job resources, and well-being.

2013 ◽  
Vol 18 (2) ◽  
pp. 230-240 ◽  
Author(s):  
Maria Tims ◽  
Arnold B. Bakker ◽  
Daantje Derks
Keyword(s):  
Job Demands ◽  
Well Being ◽  
Job Crafting ◽  
Job Resources ◽  
The Impact
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