Title

Modelling job crafting behaviours : implications for work engagement

Document Type

Journal article

Source Publication

Human Relations

Publication Date

1-1-2016

Volume

69

Issue

1

First Page

169

Last Page

189

Publisher

SAGE Publications Ltd

Keywords

actor–partner interdependence model, job crafting, proactive behaviour, social cognitive theory, work engagement

Abstract

In this study among 206 employees (103 dyads), we followed the job demands–resources approach of job crafting to investigate whether proactively changing one’s work environment influences employee’s (actor’s) own and colleague’s (partner’s) work engagement. Using social cognitive theory, we hypothesized that employees would imitate each other’s job crafting behaviours, and therefore influence each other’s work engagement. Results showed that the crafting of social and structural job resources and the crafting of challenge job demands was positively related to own work engagement, whereas decreasing hindrance job demands was unrelated to own engagement. As predicted, results showed a reciprocal relationship between dyad members’ job crafting behaviours – each of the actor’s job crafting behaviours was positively related to the partner’s job crafting behaviours. Finally, employee’s job crafting was related to colleague’s work engagement through colleague’s job crafting, suggesting a modelling process.

DOI

10.1177/0018726715581690

Print ISSN

00187267

E-ISSN

1741282X

Publisher Statement

Copyright © 2015, © The Author(s) 2015. Access to external full text or publisher's version may require subscription.

Full-text Version

Publisher’s Version

Language

English

Recommended Citation

Bakker, A. B., Rodríguez-Muñoz, A., & Sanz Vergel, A. I. (2016). Modelling job crafting behaviours: Implications for work engagement. Human Relations, 69(1), 169-189. doi: 10.1177/0018726715581690

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