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1 – 10 of over 5000The purpose of this paper is threefold: first, to present an overview of job crating conceptualizations; second, to illustrate various job crafting interventions proposed by…
Abstract
Purpose
The purpose of this paper is threefold: first, to present an overview of job crating conceptualizations; second, to illustrate various job crafting interventions proposed by scholars to intrude and encourage job crafting behaviour among workforce; and next, based on findings from the literature, to underline the significance of job crafting interventions in predicting various positive individual and organisational outcomes. The reasons why job crafting interventions are essential in organisations are discussed at the end as managerial implication.
Design/methodology/approach
A general review of the job crafting literature has been performed to offer the precise knowledge on the concept job crafting as well as job crafting interventions along with its significance and managerial implications.
Findings
The job crafting is the most discussed bottom-up redesign approach and gaining popularity in the job design literature. The researchers and practitioners are acknowledging the importance of job crafting interventions and understanding the urgency of incorporating such interventions at organisation.
Practical implications
The formal job crafting intervention instituted at organisation (e.g. inclusion of job crafting training in company’s manuals) could be instrumental to build up the job crafting behaviour among workforce and may overall develop the context that cultivates job crafting.
Originality/value
A summarised portrayal job crafting as well as job crafting interventions has been provided in this review in order to create awareness of leaders and employees regarding the method through which they can adjust tasks to their own requirements to realise more delight, engagement, and meaning in the job.
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Riccardo Sartori, Francesco Tommasi, Andrea Ceschi, Stefano Noventa and Mattia Zene
Given the instability and volatility of the labour market and the global talent scarcity, placing more attention on job employability is fundamental. In this context, the…
Abstract
Purpose
Given the instability and volatility of the labour market and the global talent scarcity, placing more attention on job employability is fundamental. In this context, the literature has already extensively examined employability as a crucial individual aspect, identifying some significant antecedents, including the applicability of training on the job. The present study aims to examine the impact that teaching employees to craft their job may have on the levels of applicability of training and if, in turn, this improves self-perceived employability.
Design/methodology/approach
The authors involved three private organizations that followed three workshops on job crafting behaviour. To empirically assess the intervention, the authors asked participants of the workshop to complete four quantitative diaries on a weekly basis, i.e. one per week, one before the intervention and three after the intervention. The diaries comprised measures of job crafting behaviours, applicability of training and self-perceived employability.
Findings
Multi-level analysis of data collected provided support to the positive associations between job crafting behaviour and self-perceived employability with the mediating effect of applicability of training. Notably, the applicability of training improves when individuals search for challenges, which indirectly affects perceived employability in terms of organizational sense.
Research limitations/implications
In the present study, no control group was used with which the results of our intervention could be compared. However, this does not affect the overall results, given the amount of intraindividual variability.
Originality/value
The paper proposes initial avenues for promoting employability at work via the use of behavioural job crafting intervention.
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Fan Yang, Yifan Fei, Lin Guo, Xiuxiu Bai and Xiaodong Li
Young construction project management practitioners (CPMPs) have unique, complex, and notable occupational mental health problems. However, there were few studies about the…
Abstract
Purpose
Young construction project management practitioners (CPMPs) have unique, complex, and notable occupational mental health problems. However, there were few studies about the intervention for occupational mental health of CPMPs, and traditional intervention modes often failed to achieve significant effects. Therefore, this study aims to propose a new and effective intervention method.
Design/methodology/approach
Job crafting intervention was used to design an intervention experiment. A total of 72 CPMPs participated in a 10-week randomized controlled trial in China. Descriptive statistics and repeated measures analysis of variance were used to verify the effectiveness of job crafting intervention (JCI) on job crafting behaviors, job burnout, and work engagement with consideration of the impact of time.
Findings
Results showed that the intervention increased social resources, thus effectively reducing job burnout and promoting work engagement. Time also had a significant impact on cynicism, dedication, and social resources.
Practical implications
The authors should promote the habit of job crafting in CPMPs. Furthermore, in order to facilitate their job crafting, the authors should increase structural and social resources for them, and the authors can also encourage them to undertake challenging demands to increase their self-efficacy and the sense of achievement.
Originality/value
The authors bring into light a new psychological intervention approach among CPMPs, which integrates the advantages of the guidance in traditional organized intervention methods and the proactivity in individual spontaneous job crafting. The authors verify the efficacy of the JCI among CPMPs and help propose countermeasures and suggestions to improve the occupational mental health of CPMPs.
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Jessica van Wingerden, Arnold B. Bakker and Daantje Derks
The purpose of this paper is to examine the impact of a job demands-resources (JD-R) intervention on psychological capital (PsyCap), job crafting, work engagement, and…
Abstract
Purpose
The purpose of this paper is to examine the impact of a job demands-resources (JD-R) intervention on psychological capital (PsyCap), job crafting, work engagement, and performance.
Design/methodology/approach
This study used a quasi-experimental pre-test-post-test design with a control group. Healthcare professionals (n=67) were assigned to the JD-R intervention or a control group and filled out questionnaires before and after the intervention. To test the hypotheses, multivariate analyses of covariance were conducted.
Findings
Results showed that participants’ PsyCap, job crafting, work engagement, and self-ratings of job performance significantly increased after the JD-R intervention.
Research limitations/implications
Only healthcare professionals participated in the intervention study, which restricts the generalizability of the findings.
Practical implications
The results illustrate that organizations can foster work engagement and improve performance by offering a JD-R intervention aimed at increasing PsyCap and job crafting at work. Organizations should acknowledge the importance of facilitating and stimulating a resourceful and challenging work environment.
Originality/value
This is the first study that examined a JD-R intervention. The results contribute to JD-R theory by offering a first causal test. For the first time, a significant increase of job crafting behaviors after an intervention was found.
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Neha Garg, Wendy Marcinkus Murphy and Pankaj Singh
This paper examines whether employee-driven practices of reverse mentoring and job crafting lead to work engagement and, in turn, to higher levels of prospective mental and…
Abstract
Purpose
This paper examines whether employee-driven practices of reverse mentoring and job crafting lead to work engagement and, in turn, to higher levels of prospective mental and physical health.
Design/methodology/approach
Integrating social exchange theory and the job demands and resources model as theoretical frameworks, survey data were collected from 369 Indian software developers to test the research model. Latent variable structural equation modeling was used to empirically test the hypothesized associations.
Findings
The findings reveal that both reverse mentoring and job crafting are significantly associated with work engagement. Work engagement fully mediated the negative relationship between 1) reverse mentoring and mental ill-health and 2) job crafting and physical ill-health, while it partially mediated the negative relationship between 1) reverse mentoring and physical ill-health and 2) job crafting and mental ill-health.
Practical implications
The results demonstrate that by implementing the practices of reverse mentoring and job crafting, managers can achieve desired levels of engagement among employees and sustain organizational productivity by promoting employee health and well-being.
Originality/value
This study is one of the early attempts to empirically demonstrate the associated health outcomes of reverse mentoring and job crafting.
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Maria Tims, Melissa Twemlow and Christine Yin Man Fong
In celebration of the 25th anniversary of the founding of Career Development International, a state-of-the-art overview of recent trends in job-crafting research was conducted…
Abstract
Purpose
In celebration of the 25th anniversary of the founding of Career Development International, a state-of-the-art overview of recent trends in job-crafting research was conducted. Since job crafting was introduced twenty years ago as a type of proactive work behavior that employees engage in to adjust their jobs to their needs, skills, and preferences, research has evolved tremendously.
Design/methodology/approach
To take stock of recent developments and to unravel the latest trends in the field, this overview encompasses job-crafting research published in the years 2016–2021. The overview portrays that recent contributions have matured the theoretical and empirical advancement of job-crafting research from three perspectives (i.e. individual, team and social).
Findings
When looking at the job-crafting literature through these three perspectives, a total of six trends were uncovered that show that job-crafting research has moved to a more in-depth theory-testing approach; broadened its scope; examined team-level job crafting and social relationships; and focused on the impact of job crafting on others in the work environment and their evaluations and reactions to it.
Originality/value
The overview of recent trends within the job-crafting literature ends with a set of recommendations for how future research on job crafting could progress and create scientific impact for the coming years.
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Luca Tisu and Delia Vîrgă
Based on the Job Demands-Resources theory, this study investigates whether psychological capital (PsyCap) is a precursor of the one-directional work-to-home enrichment (WHE…
Abstract
Purpose
Based on the Job Demands-Resources theory, this study investigates whether psychological capital (PsyCap) is a precursor of the one-directional work-to-home enrichment (WHE) process through a parallel mediation mechanism enabled by promotion-focused job crafting components.
Design/methodology/approach
A cross-sectional study was conducted on 231 Romanian employees. Data were analyzed using structural equation modeling (SEM).
Findings
PsyCap (what I can do) is an antecedent of all three promotion-focused job crafting behaviors (what I actually do) and WHE. Two specific job crafting dimensions – increasing social job resources and increasing challenging job demands – fully mediate the link between PsyCap and WHE. Increasing structural job resources does not predict WHE.
Originality/value
This study identifies PsyCap as an antecedent of WHE. It also uncovers underlying behavioral mechanisms that enable the transfer of resources from the work role to individuals' home role by investigating job crafting components as distinct dimensions. As such, it gives practitioners a clearer understanding of which behaviors they should seek to cultivate for employees to potentiate their home role through aspects of their job.
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Diellza Gashi Tresi and Katarina Katja Mihelič
Building on the work–home resources model, the purpose of this paper is to test the mediating role of employee self-efficacy in the relationship between job crafting and work–self…
Abstract
Purpose
Building on the work–home resources model, the purpose of this paper is to test the mediating role of employee self-efficacy in the relationship between job crafting and work–self facilitation. The paper further explores the moderating role of the quality of leader–member exchange (LMX).
Design/methodology/approach
A sample of 204 employees from a European country was used to test the proposed moderated mediation model. The analysis was performed using Hayes’ Process Macro.
Findings
The findings indicate that job crafting is positively associated with self-efficacy which, in turn, is positively associated with work–self facilitation. In other words, self-efficacy mediates the relationship between job crafting and work–self facilitation. Furthermore, LMX moderates the relationship between job crafting and self-efficacy.
Practical implications
The results of this study offer guidelines for human resource (HR) professionals interested in grasping how organisations can assist employees in experiencing work–self facilitation.
Originality/value
This study advances the existing literature by investigating the antecedents of work–self facilitation, which is an understudied variable in the work–family and HR literature, thereby responding to calls to include aspects of self in the discussion on different life domains in order to obtain an all-inclusive view of how employees function. Furthermore, it demonstrates how LMX and job crafting promote the fulfilment of an employee’s own personal interests and hobbies. Such information is relevant to HR practitioners as it might help them boost employees’ work performance.
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Piia Seppälä, Jari J. Hakanen, Asko Tolvanen and Evangelia Demerouti
The purpose of this paper is to investigate the effectiveness of a job resources-based intervention aimed at proactively increasing work engagement and team innovativeness during…
Abstract
Purpose
The purpose of this paper is to investigate the effectiveness of a job resources-based intervention aimed at proactively increasing work engagement and team innovativeness during organizational restructuring using a person-centered approach.
Design/methodology/approach
The intervention was conducted in two organizations: two departments served as participants (n=82) and two as controls (n=52). The aim was to first identify sub-groups of employees with different developmental patterns of work engagement, and then to determine whether these sub-groups benefited differently from the intervention with respect to team innovativeness and work engagement.
Findings
Latent profile analysis identified three different patterns of work engagement among the participants: high and stable (n=64), moderate and decreasing (n=13), and low and decreasing (n=5). The χ²-test yielded no significant difference between participants and controls (n=52) with respect to team innovativeness over time. However, t-tests showed that team innovativeness increased in the high work engagement class and somewhat decreased in the moderate and low work engagement classes.
Practical implications
During organizational changes, those initially work-engaged seem to be able to proactively build their team innovativeness via a job resources-based intervention and remain engaged; whereas those initially not work-engaged may not, and their work engagement may even decrease.
Originality/value
This study reveals that an initial level of work engagement is a prerequisite why some employees profit more from a job resources-based intervention than others and provides tailored knowledge on the effectiveness of the intervention.
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