Job Crafting at the Team and Individual Level

By M. Tims, Arnold B. Bakker, Daantje Derks, W. van Rhenen. 2013

424 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/0675f971ac1fd73fe1f65938e51b9f79a82eeb17

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Examining Job Crafting from an Interpersonal Perspective: Is Employee Job Crafting Related to the Well‐Being of Colleagues? (2015, background): “A possible reason for the lack of studies on the negative consequences of job crafting may be that employees do not feel comfortable reporting these crafting activities (Tims et al., 2013a).”
Job Crafting and Performance: Literature Review and Implications for Human Resource Development (2018, background): “Tims et al. (2013) subsequently extended their conceptualization of individual job crafting to the team level.”
The influence of future time perspective on work engagement and job performance: the role of job crafting (2017, neutral): “…of work engagement and better job performance, earlier studies on job crafting found that decreasing hindering job demands is not or even negatively associated with work engagement and job performance (Tims et al., 2013a; Tims, Bakker, & Derks, 2015; Tims, Bakker, Derks, & Van Rhenen, 2013b).”
A test of a job demands-resources intervention (2016, background): “, 2012) and performance (Tims et al., 2013), we did not include this job crafting strategy in the intervention.”
The longitudinal impact of a job crafting intervention (2017, positive): “In line with the job crafting approach of Tims et al. (2013) and the educational context of this study, we propose that participants’ job demands will decrease after the job crafting intervention and in contrast their job resources will increase.”
Does job crafting always lead to employee well-being and performance? Meta-analytical evidence on the moderating role of societal culture (2020, background): “Empirical results support this reasoning, as prevention-oriented crafting is negatively related to positive indicators of well-being (Demerouti et al., 2015a; Tims et al., 2012) while it is positively related to negative indicators of well-being (Demerouti et al., 2015b; Tims et al., 2013b).”
Coworker support as a double-edged sword: a moderated mediation model of job crafting, work engagement, and job performance (2020, background): “When employees receive emotional support from coworkers, expanded social resources evoke positive psychology and energy in employees, which are necessary conditions for generating high performance (Tims et al., 2013).”
How coworkers attribute, react to, and shape job crafting (2019, background): “Other studies have similarly identified positive outcomes of collaborative crafting (McClelland et al., 2014; Tims et al., 2013b), with some attention also being given to antecedents of collaborative crafting (e.g., innovative team climate and selfefficacy for teamwork; Mäkikangas et al., 2017).”