Examining job crafting from an interpersonal perspective : is employee job crafting related to the well-being of colleagues?
Document Type
Journal article
Source Publication
Applied Psychology
Publication Date
10-1-2015
Volume
64
Issue
4
First Page
727
Last Page
753
Publisher
Blackwell Publishing Ltd
Abstract
Individuals engage in job crafting to create a better fit between their job and their preferences, skills, and abilities. However, the individual focus may overlook the impact of job crafting on the job context or well-being of colleagues. Therefore, an important question that is addressed in this study is whether the crafting of one person is related to the job characteristics and well-being of a colleague. This study explores the potential negative effects of a seemingly positive strategy for the individual on a colleague. Namely, we predict that when employees decrease their hindering job demands, their colleagues will be more likely to report a higher workload and more conflict. In turn, we hypothesise that colleague reports of workload and conflict are related to colleague burnout. Data were collected among 103 dyads and analyzed with the Actor-Partner Interdependence Model. The results largely supported the hypothesised relationships: Decreasing hindering job demands was positively related to colleague workload and conflict, which, in turn, related positively to colleague burnout. These findings suggest that proactively decreasing hindering job demands not only relates to personal job experiences, but also to colleague job characteristics and well-being.
DOI
10.1111/apps.12043
Print ISSN
0269994X
E-ISSN
14640597
Publisher Statement
Copyright © 2015 International Association of Applied Psychology. Access to external full text or publisher's version may require subscription.
Full-text Version
Publisher’s Version
Language
English
Recommended Citation
Tims, M., Bakker, A. B., & Derks, D. (2015). Examining job crafting from an interpersonal perspective: Is employee job crafting related to the well-being of colleagues? Applied Psychology, 64(4), 727-753. doi: 10.1111/apps.12043