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