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Contents
- Abstract
- Job Crafting
- Increases in Job Resources Predict Increases in Well-Being
- Changes in Job Demands Predict Changes in Well-Being
- Method
- Procedure and Participants
- Measurement Instruments Used at Time 1 and Time 3
- Structural job resources
- Social job resources
- Challenging job demands
- Hindering job demands
- Measurement Instrument Used at Time 2
- Data Analysis
- Results
- Descriptive Statistics
- Hypotheses Testing
- Discussion and Conclusion
- Job Crafting Predicts Changes in Job Resources and Well-Being
- Job Crafting Predicts Changes in Job Demands and Increases Well-Being
- Practical Implications
- Study Limitations
- Conclusion
Figures and Tables
Abstract
This longitudinal study examined whether employees can impact their own well-being by crafting their job demands and resources. Based on the Job Demands−Resources model, we hypothesized that employee job crafting would have an impact on work engagement, job satisfaction, and burnout through changes in job demands and job resources. Data was collected in a chemical plant at three time points with one month in between the measurement waves (N = 288). The results of structural equation modeling showed that employees who crafted their job resources in the first month of the study showed an increase in their structural and social resources over the course of the study (2 months). This increase in job resources was positively related to employee well-being (increased engagement and job satisfaction, and decreased burnout). Crafting job demands did not result in a change in job demands, but results revealed direct effects of crafting challenging demands on increases in well-being. We conclude that employee job crafting has a positive impact on well-being and that employees therefore should be offered opportunities to craft their own jobs.
In the last 50 years, many studies have shown that the work environment can have a major effect on employee well-being. Prolonged exposure to high job demands often coincides with reduced well-being. For example, work overload, time pressure, and emotional demands have been observed to have a positive relationship with burnout (Alarcon, 2011; Demerouti, Bakker, Nachreiner, & Schaufeli, 2001). By contrast, job resources generally have a favorable effect on well-being. Resources such as job control, social support, learning opportunities, and performance feedback have been observed to have a...