This article uses job demands–resources theory to build a model of public service motivation (PSM). Public service motivation determines how employees in the public sector deal with their daily job ...demands and resources. Highly motivated public servants are able to deal with their job demands and prevent exhaustion. Additionally, because of their sense of calling, they are motivated to mobilize their job resources to stay engaged and perform well. However, if job demands are consistently high and job resources are consistently low, highly motivated public servants will lose their psychological resources, resulting in lower PSM. Reduced PSM, as a consequence, may strengthen the loss cycle of job demands and exhaustion and weaken the gain cycle of job resources and engagement. Public service managers and employees may use this model to optimize their work environment on a day-to-day basis.
An Evidence-Based Model of Work Engagement Bakker, Arnold B.
Current directions in psychological science : a journal of the American Psychological Society,
08/2011, Volume:
20, Issue:
4
Journal Article
Peer reviewed
Employees who are engaged in their work are fully connected with their work roles. They are bursting with energy, dedicated to their work, and immersed in their work activities. This article presents ...an overview of the concept of work engagement. I discuss the antecedents and consequences of engagement. The review shows that job and personal resources are the main predictors of engagement. These resources gain their salience in the context of high job demands. Engaged workers are more open to new information, more productive, and more willing to go the extra mile. Moreover, engaged workers proactively change their work environment in order to stay engaged. The findings of previous studies are integrated in an overall model that can be used to develop work engagement and advance job performance in today's workplace.
Job demands–resources theory Bakker, Arnold B.; Demerouti, Evangelia
Journal of occupational health psychology,
07/2017, Volume:
22, Issue:
3
Journal Article
Peer reviewed
The job demands−resources (JD-R) model was introduced in the international literature 15 years ago (Demerouti, Bakker, Nachreiner, & Schaufeli, 2001). The model has been applied in thousands of ...organizations and has inspired hundreds of empirical articles, including 1 of the most downloaded articles of the Journal of Occupational Health Psychology (Bakker, Demerouti, & Euwema, 2005). This article provides evidence for the buffering role of various job resources on the impact of various job demands on burnout. In the present article, we look back on the first 10 years of the JD-R model (2001-2010), and discuss how the model matured into JD-R theory (2011-2016). Moreover, we look at the future of the theory and outline which new issues in JD-R theory are worthwhile of investigation. We also discuss practical applications. It is our hope that JD-R theory will continue to inspire researchers and practitioners who want to promote employee well-being and effective organizational functioning.
Purpose
– The purpose of this paper is to examine whether job crafting and work enjoyment could explain the well-established relationship between self-efficacy and job performance. The authors ...hypothesized that employees would be most likely to engage in proactive job crafting behaviors on the days when they feel most self-efficacious. Daily job crafting, in turn, was expected to relate to daily performance through daily work enjoyment.
Design/methodology/approach
– A daily diary study was conducted among a heterogeneous sample of employees (N=47, days=215). Participants completed the survey on five consecutive days.
Findings
– The results of multilevel structural equation modeling analyses were generally in line with the hypotheses. Specifically, results indicated that employees who felt more self-efficacious on a given day were more likely to mobilize their job resources on that day. Daily job crafting, in turn, was positively correlated to work enjoyment and indirectly associated with performance. Participants reported elevated levels of performance on the days on which they enjoyed their work most.
Research limitations/implications
– Self-reports were used to assess all constructs, which may result in common method bias. However, within-person correlations were moderate, and a two-level CFA indicated that a one-factor model could not account for all the variance in the data.
Originality/value
– The findings of this study underscore the importance of daily proactive behavior for employee and organizational outcomes.
Although scholars imply that job crafting contributes to person–job fit and meaningful work, to date, no study examined the relationships between these variables. The present three-wave weekbook ...study was designed to gain more knowledge about the influence of job crafting on person–job fit and meaningfulness. We collected data among a heterogeneous group of employees (N=114) during three consecutive weeks (N=430 occasions). At the end of their working week, employees reported their job crafting behaviors, their person–job fit (demands–abilities fit and needs–supplies fit), and the meaningfulness of their work that week. Results indicated that individuals who crafted their job by increasing their job resources (e.g., support, autonomy) and challenging job demands (e.g., participate in new projects), and by decreasing their hindering job demands (e.g., less emotional job demands) reported higher levels of person–job fit the next week. In turn, demands–abilities fit related to more meaningfulness in the final week. No support was found for alternative causal models. These findings suggest that by crafting their job demands and job resources, individuals can proactively optimize their person–job fit and as a consequence experience their work as meaningful.
•Longitudinal study testing relationships among job crafting, fit and meaningful work•Results show that job crafting predicts person–job fit in the next week.•Moreover, person–job fit in turn predicts meaningful work the following week.•Person–job fit is assessed with demands–abilities fit and needs–supplies fit.•Job crafting indirectly relates to meaningful work via demands–abilities fit only.
Job Demands-Resources Theory: Ten Years Later Bakker, Arnold B; Demerouti, Evangelia; Sanz-Vergel, Ana
Annual review of organizational psychology and organizational behavior,
01/2023, Volume:
10, Issue:
1
Journal Article
Peer reviewed
Open access
Burnout refers to a work-related state of exhaustion and a sense of cynicism. In contrast, work engagement is a positive motivational state of vigor, dedication, and absorption. In this article, we ...discuss the concepts of burnout and work engagement and review their antecedents and consequences. We look back at our inaugural Annual Reviews article (
Bakker et al. 2014
) and highlight new empirical findings and theoretical innovations in relationship to job demands-resources (JD-R) theory. We discuss four major innovations of the past decade, namely (
a
) the person × situation approach of JD-R, (
b
) multilevel JD-R theory, (
c
) new proactive approaches in JD-R theory, and (
d
) the work-home resources model. After discussing practical implications, we elaborate on more opportunities for future research, including JD-R interventions, team-level approaches, and demands and resources from other life domains.
Using job demands-resources (JD-R) theory, the present study integrates the challenge stressor-hindrance stressor framework and leadership theory to investigate the relationship between daily ...transformational leadership behavior and employee work engagement. We hypothesized that daily transformational leadership behavior (a) sustains employee work engagement on days characterized by high challenge job demands, and (b) protects work engagement on days characterized by high hindrance job demands. Teachers filled out a short online questionnaire at the end of each workday during a 2-week period (N = 271 × 5.68 days = 1539). Results of latent moderated structural equation modeling showed that teachers' daily challenge demands (workload and cognitive demands) had a positive relationship with work engagement on the days transformational leadership was high (vs. low). In addition, teachers' daily hindrance demands (role-conflict, but not family to work conflict) had a negative relationship with work engagement on the days transformational leadership was low (vs. high). These findings show that the function of transformational leadership behavior changes from day to day, and depends on the type of job demand. We discuss the practical and theoretical implications of these findings.
"We developed and validated a scale to measure job crafting behavior in three separate studies conducted in The Netherlands (total N=1181). Job crafting is defined as the self-initiated changes that ...employees make in their own job demands and job resources to attain and/or optimize their personal (work) goals. In Study 1 and 2 the Dutch job crafting scale (JCS)was developed and tested for its factor structure, reliability, and convergent validity. The criterion validity of the JCS was examined in Study 3. The results indicated that there are four independent job crafting dimensions, namely increasing social job resources, increasing structural job resources, increasing challenging job demands, and decreasing hindering job demands. These dimensions could be reliably measured with 21 items. The JCS shows convergent validity when correlated with the active constructs proactive personality (+), personal initiative (+), and the inactive construct cynicism (-). In addition, results indicated that self-reports of job crafting correlated positively with colleague-ratings of work engagement, employability, and performance - thus supporting the criterion validity of the JCS. Finally, self-rated job crafting behaviors correlated positively with peer-rated job crafting behaviors." (Author's abstract, IAB-Doku). Die Untersuchung enthält quantitative Daten. Forschungsmethode: Methodenentwicklung; Grundlagenforschung; empirisch; Befragung.
PDF
