Although the construct of work engagement has been extensively explored, a systematic meta-analysis based on a consistent categorization of engagement antecedents, outcomes, and well-being correlates ...is still lacking. The results of prior research reporting 533 correlations from 113 independent samples (k = 94, n = 119,420) were coded using a meta-analytic approach. The effect size for development resources (r = .45) and personal resources (r = .48) was higher than for social resources (r = .36) and for job resources (r = .37). Among the outcomes and well-being correlates explored, the effect size was highest for job satisfaction (r = .60) and commitment (r = .63). Furthermore, moderation analysis showed that (a) concerning the occupational role, work engagement finds a low association with turnover intention among civil servants, volunteer workers, and educators; (b) collectivist cultural environments reported a greater association of feedback with engagement than individualistic environments; (c) the relationship between personal resources and engagement was stronger among workers with university degrees than workers with high school diplomas. Furthermore, the absorption dimension showed a lower effect with all variables under investigation than vigor and dedication.
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NUK, OILJ, SAZU, UKNU, UL, UM, UPUK
Job crafting is a form of proactive work behavior that involves employees actively changing the (perceived) characteristics of their jobs, including behaviors aimed at increasing challenging and ...decreasing hindering job demands, as well as those directed at increasing structural and social job resources (Tims & Bakker, 2010). Research on job crafting has rapidly increased over the past decade, but findings have thus far not been quantitatively synthesized. We first integrate job crafting as conceptualized by Tims and Bakker (2010) with a more general theoretical model of proactive work behavior. Then, we present a meta-analysis (K=122 independent samples representing N=35,670 workers) of relationships between job crafting behaviors and their various antecedents and work outcomes derived from our model. We consider both overall and dimension-level job crafting relationships. Notably, overall job crafting was found to be strongly associated with proactive personality (rc=0.543), promotion regulatory focus (rc=0.509), and work engagement (rc=0.450). Differential results emerged when considering specific job crafting dimensions. For example, increasing challenging job demands was associated with other-rated work performance (rc=0.422), whereas decreasing hindering job demands was related to turnover intentions (rc=0.235). Beyond these zero-order relationships, a meta-analytic confirmatory factor analysis provides support for the operationalization of overall job crafting based upon the proposed dimensions, with the exception of decreasing hindering demands. Additionally, results of meta-analytic relative weights analyses speak to the unique relationships of all four job crafting dimensions with different work outcomes.
•This meta-analysis considers antecedents, correlates, and outcomes of job crafting.•Job crafting has notable relationships with engagement, satisfaction, and performance.•Results support unique relationships of job crafting dimensions with work outcomes.•CFA and moderator analyses question the overall conceptualization of job crafting.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UL, UM, UPCLJ, UPUK, ZRSKP
The purpose of this article is to provide a systematic review of leadership and Job Demands-Resources (JD-R) theory. We have analyzed 139 studies that study the relationship between leadership and ...Job Demands-Resources (JD-R) theory. Based on our analysis, we highlight ways forward. First, research designs can be improved by eliminating endogeneity problems. Regarding leadership concepts, proper measurements should be used. Furthermore, we point toward new theory building by highlighting three main ways in which leadership may affect employees, namely by: (1) directly influencing job demands and resources, (2) influencing the impact of job demands and resources on well-being; and (3) influencing job crafting and self-undermining. We hope this review helps researchers and practitioners analyze how leadership and JD-R theory can be connected, ultimately leading to improved employee well-being and organizational performance.
This position paper introduces the emerging concept of work engagement: a positive, fulfilling, affective-motivational state of work-related well-being that is characterized by vigour, dedication, ...and absorption. Although there are different views of work engagement, most scholars agree that engaged employees have high levels of energy and identify strongly with their work. The most often used instrument to measure engagement is the Utrecht Work Engagement Scale, a self-report instrument that has been validated in many countries across the world. Research on engagement has investigated how engagement differs from related concepts (e.g., workaholism, organizational commitment), and has focused on the most important predictors of work engagement. These studies have revealed that engagement is a unique concept that is best predicted by job resources (e.g., autonomy, supervisory coaching, performance feedback) and personal resources (e.g., optimism, self-efficacy, self-esteem). Moreover, the first studies have shown that work engagement is predictive of job performance and client satisfaction. The paper closes with an account of what we do not know about work engagement, and offers a brief research agenda for future work.
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BFBNIB, DOBA, FSPLJ, IZUM, KILJ, NUK, OILJ, PILJ, PNG, SAZU, SIK, UILJ, UKNU, UL, UM, UPUK, VSZLJ
The purpose of the current literature review is to (a) provide a comprehensive understanding of the relationship between employee engagement and innovative behavior through the lens of the JD-R ...model; (b) identify and revisit the guiding theories underpinning employee engagement studies; and (c) construct an integrated conceptual framework based on empirically validated factors and their relationships, along with relevant theories. An integrative literature review of 34 empirical studies indicates that employees perceive a mix of reasonably high demands and high resources to be ideal for their engagement, innovative behavior is a consequence of these delicate interactions, and engaged employees are more likely to behave innovatively by activating coping strategies to deal with challenges. Together, these findings suggest an integrated conceptual framework that refines the original JD-R model and that in doing so, better explicates the dynamics surrounding employee engagement and innovative behavior. Key implications for research and practice are provided.
•Job resources exercise buffering effects to alleviate stress from job demands.•Unless excessive, employees may consider a mix of reasonably high demands and high resources to be ideal for engagement.•Job demands and resources are not entirely adversarial but interwoven in their effect on engagement and, in turn, innovation.•Engaged employees tend to behave innovatively by activating coping strategies to deal with challenges.•Together, these findings suggest an integrated conceptual framework that refines the original JD-R model.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
This study investigates the mediating role of work engagement (i.e. vigour and dedication) among job resources (i.e. job control, feedback and variety) and proactive behaviour at work. This mediating ...role was investigated, using Structural Equation Modelling in two independent samples from Spain (n = 386 technology employees) and the Netherlands (n = 338 telecom managers). Results in both samples confirmed that work engagement fully mediates the impact of job resources on proactive behaviour. Subsequent multigroup analyses revealed that the strengths of the structural paths of the mediation model were invariant across both national samples, underscoring the cross-national validity of the model
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BFBNIB, IZUM, KILJ, NUK, PILJ, SAZU, UL, UM, UPUK
Burnout results from chronic work-related stress. People who are burned out are emotionally drained and feel negative and detached from work, which leads to decreased performance, inhibited ...creativity and innovation, workplace accidents, absenteeism, and physical and mental illnesses. Burnout is widespread, pernicious, and costly to human life, firm profits, and society—especially during a global crisis like the COVID-19 pandemic but also during a broader set of pan-global crises yet to come. Fostering healthier workplaces is a necessity at any time, but particularly during a crisis that has intensified job demands and drained job resources. Based on a review of the evidence, we provide five recommendations and implementation guidelines that can help organizations prevent and combat burnout: (1) provide stress management interventions, (2) allow employees to be active crafters of their work, (3) cultivate and encourage social support, (4) engage employees in decision-making, and (5) implement high-quality performance management. Overall, our evidence-based recommendations, together with the implementation guidelines we provide, will help business leaders promote and create sustainable wellness at work during crises and beyond.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
In this article we take a big picture perspective on work design research. In the first section of the paper we identify influential work design articles and use scientific mapping to identify ...distinct clusters of research. Pulling this material together, we identify five key work design perspectives that map onto distinct historical developments: (a) sociotechnical systems and autonomous work groups, (b) job characteristics model, (c) job demands-control model, (d) job demands-resources model, and (e) role theory. The grounding of these perspectives in the past is understandable, but we suggest that some of the distinction between clusters is convenient rather than substantive. Thus we also identify contemporary integrative perspectives on work design that build connections across the clusters and we argue that there is scope for further integration. In the second section of the paper, we review the role of Journal of Applied Psychology (JAP) in shaping work design research. We conclude that JAP has played a vital role in the advancement of this topic over the last 100 years. Nevertheless, we suspect that to continue to play a leading role in advancing the science and practice of work design, the journal might need to publish research that is broader, more contextualized, and team-oriented. In the third section, we address the impact of work design research on: applied psychology and management, disciplines beyond our own, management thinking, work practice, and national policy agendas. Finally, we draw together observations from our analysis and identify key future directions for the field.
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CEKLJ, FFLJ, NUK, ODKLJ, PEFLJ, UPUK
Job demands-resources (JD-R) theory is commonly used to predict employee well-being, work behaviors, and performance. This article provides a short description of JD-R theory and discusses issues and ...questions that have been raised regarding the theory. These issues include the differences between conservation of resources theory and JD-R theory, whether a job resource can be a job demand, the impact of job resources on strain and health, the role of hindrance and challenge job demands in JD-R theory, the relationship between job demands and resources, and the likelihood of work engagement being a redundant concept. We also discuss whether JD-R theory can be falsified, the role of personality in the theory, within- and between-person effects in JD-R theory, the question whether there is a standard JD-R questionnaire, and the existence of loss and gain spirals. Finally, we discuss the use of JD-R theory in domains other than work and answer the question whether JD-R theory is universally applicable.
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CEKLJ, FFLJ, NUK, ODKLJ, PEFLJ, UPUK
Technological advancements in the workplace frequently have produced contradictory effects by facilitating accessibility and efficiency while increasing interruptions and unpredictability. We combine ...insights from organizational paradoxes and the job demands-resources model to construct a framework identifying positive and negative mechanisms in the relationship between communication technology use (CTU) and employee well-being, operationalized as work engagement and burnout. In this study of Dutch workers, we demonstrate that CTU increases well-being through positive pathways (accessibility and efficiency) and decreases well-being through negative pathways (interruptions and unpredictability). We highlight the importance of (1) investigating CTU resources and demands simultaneously to grasp the relationship between CTU and employee well-being, and (2) considering CTU's downsides to successfully implement new communication technologies and flexible work designs.
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BFBNIB, NUK, PILJ, SAZU, UL, UM, UPUK
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