Background: High job demands and low job resources may cause job strain and eventually result in burnout. However, previous research has generally ignored the roles of time and self-regulation.
...Objectives: This theoretical article synthesizes the literature to propose a multilevel model that delineates how acute job strain translates into enduring and severe job burnout.
Methods: We integrate self-regulation perspectives in job demands-resources (JD-R) theory to propose that short-term job strain and eventually enduring burnout is the result of consistently high job demands and low job resources - combined with failed self-regulation.
Results: The model shows that when employees are confronted with increased job strain, they are more likely to use maladaptive self-regulation strategies, such as coping inflexibility and self-undermining. In addition, when job strain increases, employees are less likely to use adaptive self-regulation strategies, such as job stress recovery and job crafting. It follows that when the job becomes more stressful, stable resources become more important. Organizational resources such as human resource practices and healthy leadership may help employees to regulate their short-term fatigue and avoid enduring burnout. Furthermore, key personal resources like emotional intelligence and proactive personality may help employees to recognize and regulate their fatigue in an effective way.
Conclusion: The proposed model of burnout expands JD-R theory and offers important practical implications for the prevention and reduction of burnout.
In this study, we aim to explore the link between transformational leadership and job crafting. We predict that transformational leadership will stimulate employee job crafting (seeking resources, ...seeking challenges, and reducing demands) by increasing their adaptability; but that transformational leadership will be less effective when employees have higher levels of organizational identification. We collected data from 185 dyads of subordinates and supervisors. Supervisors rated their own transformational leadership and subordinates' adaptability, and subordinates rated their own job crafting and organizational identification. Results from structural equation modelling analyses partially supported our hypotheses. In general our findings suggest that transformational leadership is associated with more expansion job crafting (seeking resources and seeking challenges) via adaptability, particularly for employees with lower organizational identification. We conclude that transformational leadership is an important antecedent of employee adaptability and proactivity at work.
•The relationship between transformational leadership and job crafting was examined.•Employee adaptability was positioned as a mediator in the above relationship.•The above mediation effect was moderated by employee organizational identification.•Transformational leadership facilitates employee adaptability and proactivity.
Job crafting has been proposed as a solution to alleviate boredom despite inconsistent empirical findings suggesting that interventions may require more nuance to account for boredom as a subjective ...experience that depends on the individual. Building on job demands-resources theory, we shed light on relationships between workplace boredom and job crafting depending on three personality traits: proactive personality, assertiveness, and promotion focus. A cross-sectional study measuring employee perceptions of boredom showed that the relationship between boredom and job crafting depended on proactive personality, but the nature of this effect was contrary to predictions. An experiment showed that likelihood to job craft when bored depended on assertiveness. Across both studies, personality factors were consistently strong predictors of job crafting, regardless of how boredom was operationalized (i.e., self-rated or experimentally manipulated). These findings have implications for organizations wishing to select individuals more or less inclined to job craft, and less disposed toward feeling bored. One caveat is individuals high in proactive personality or assertiveness might be more negatively impacted by experiencing boredom at work, resulting in less energy to job craft. This work highlights the value of using multiple methods to measure boredom, along with considering specific dimensions of job crafting.
•Job crafting after a boredom manipulation depends on assertiveness.•Proactive, assertive, and promotion focused tend to craft, regardless of boring jobs.•Focus on proactive and assertive individuals who may react more negatively to boredom.
The present study investigates the possible mechanisms involved in the link between daily job crafting and daily work engagement. Using self-determination theory, we hypothesize that daily job ...crafting is positively related to daily work engagement through momentary need satisfaction and momentary engagement. Additionally, using self-regulation theory, we predict that daily job crafting is negatively related to daily work engagement, through momentary energy depletion and (reduced) momentary work engagement. Participants from various occupational sectors (N = 66) responded to a daily diary questionnaire (N = 261) as well as momentary, task-related items (N = 1539) using a day reconstruction method at the end of each of four working days. The results of multilevel modeling were generally supportive of the hypotheses. We conclude that daily job crafting can have both positive and negative implications for daily work engagement, and discuss the practical implications of our findings.
•Employees who proactively modify their environment are more engaged in their work.•Job crafting satisfies the basic needs for autonomy, competence, and relatedness.•Job crafting may deplete the energy available for work tasks.
The radical changes deriving from the COVID-19 emergency have heavily upset some of the most familiar routines of daily work life. Abruptly, many workers have been forced to face the difficulties ...that come with switching to remote working. Basing on the theoretical framework proposed by the Job Demands-Resources model, the purpose of this paper was to explore the effect of work overload (workload and techno overload), on behavioral stress, meant as an outcome linked to the health impairment process. Furthermore, the aim of the study was to explore the mediating role of job crafting, considered as a second-order construct consisting of two dimensions (increasing structural resources and increasing challenging demands) in the abovementioned relation. Participants were 530 workers experiencing remote working or work-from-home during the first COVID-19 lockdown in Italy (March-May 2020). Hypotheses were explored by using three different latent variables, measured reflexively through indicators on a 5-point scale, extracted from validated questionnaires. Data analysis was performed through Structural Equation Modeling; to test the mediation, bootstrap validation was computed (
= 2,000). Results showed that the mediation of job crafting was partial. More specifically, the direct effect between work overload and behavioral stress was positive; moreover, the indirect, negative effect through the mediation of job crafting was also significant. Therefore, results showed that job crafting can play a crucial role as a protective factor supporting the activation and adjustment of suitable resources; these resources can be useful to deal with the negative effects of work overload, particularly under the condition of heavy remote working and use of technologies, on individual outcomes. Starting from the current global scenario of the pandemic that has not yet ceased its effects, the study suggested decisive theoretical and practical implications. Accordingly, findings extended the current trends in occupational health psychology research, with special reference to the mainstream topic "work and COVID-19" in the Italian context. Finally, results can give suggestions to companies engaged in managing change, recommending that they build a collaborative workplace at the individual and collective level to implement job crafting interventions and enrich the personal and organizational resources of workers, which is useful cope with the current demands.
This study investigates whether crafting of job demands and resources relates positively to extra-role behavior (i.e. contextual performance and creativity) through work engagement and flourishing. ...We collected data from 294 employees and their supervisors regarding employees' contextual performance and creativity. Results show that seeking resources had a positive indirect relationship with contextual performance through work engagement, and with creativity through work engagement and flourishing. Reducing demands had negative indirect relationships with both contextual performance and creativity through work engagement. We conclude that particularly seeking resources has important implications for extra-role behavior and discuss the practical implications of these findings.
•Work engagement shows stronger associations with supervisor-rated extra-role behavior than flourishing.•Job crafting both favorably and unfavorably affects work engagement and flourishing.•Seeking resources favorably affects contextual performance and creativity through work engagement.•Reducing demands unfavorably affects contextual performance and creativity through work engagement.
Work–leisure balance is a problem for hospitality employees. The purpose of this study was to investigate the relationships between job crafting, leisure crafting, work–leisure conflict (WLC), ...work–leisure facilitation (WLF), and well-being, specifically the mediating roles of WLC and WLF. A survey of 338 hotel and 337 restaurant employees in Taiwan revealed that job crafting is negatively associated with WLC, and that job and leisure crafting are positively associated with WLF. Furthermore, WLC is negatively associated with well-being, whereas WLF is positively associated with well-being. WLC mediates the relationship between job crafting and well-being; WLF mediates the relationships of job and leisure crafting with well-being. This study fills the knowledge gap related to job and leisure crafting by investigating their influence on employee work–leisure balance and well-being from the perspective of job design and leisure activity adjustment. Hospitality managers can apply these findings to human resource practices.
•Job crafting is negatively associated with WLC.•Job and leisure crafting are positively associated with WLF.•WLC and WLF are negatively and positively associated, respectively, with well-being.•WLC mediates the relationship between job crafting and well-being.•WLF mediates the relationships of job and leisure crafting with well-being.
In two quasi-experimental studies – Study 1 among medical specialists (N=119) and Study 2 among nurses (N=58) – we tested the impact of a general and a specific job crafting intervention on health ...care professionals' well-being and (objective and subjective) job performance. Both groups of participants received training and then set personal job crafting goals for a period of three weeks. The results of a series of repeated measures analyses showed that both interventions were successful. Participation in the job crafting intervention groups were associated with increases in job crafting behaviors, well-being (i.e., work engagement, health, and reduced exhaustion), and job performance (i.e., adaptive, task, and contextual performance) for the medical specialists and nurses relative to the control groups. Though we did not find a significant intervention effect for objective performance, we conclude that job crafting is a promising job redesign intervention strategy that individual employees can use to improve their well-being and job performance.
•Organizations can train employees in job crafting to increase work meaning and significance.•Job crafting is a cost-effective way to improve employees' functioning at work.•Job crafting is a valuable alternative to traditional top-down job redesign strategies.•Two job crafting interventions among health care professionals are evaluated.•We show that these interventions positively enhance employee well-being and performance.
The present study investigates how individual and collaborative job crafting may help digital labourers to build resilience and career commitment in the gig economy. Results based on a time‐lagged ...survey from 334 digital labourers indicate that those who engaged in higher individual job crafting reported subsequently higher resilience at the outset. Moreover, high collaborative job crafting compensated for low individual crafting efforts in reaching higher resilience and subsequently higher career commitment in the gig economy. Theoretical and practical implications for sustainable careers in the gig economy are discussed.
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