Workplace Well-Being: The Role of Job Crafting and Autonomy Support
By Gavin R. Slemp, Margaret L. Kern, D. Vella‐Brodrick. 2015
234 citations recorded by the source corpus.
Studies have found that job crafting and employee well-being are correlated. Less is known, however, about the contextual variables that support or thwart job crafting within an organization. The present study examined perceived autonomy support as one such contextual factor. Working adults (N = 250) completed a battery of measures on autonomy support, job crafting, and workplace well-being. A hypothesized model in which perceived autonomy support predicts job crafting, which in turn predicts workplace well-being was tested using structural equation modeling. The hypothesized model fit the data well; however, a competing model in which autonomy support and job crafting were separate, but correlated direct predictors of well-being provided a better fit to the data. Supplemental analyses suggested a synergistic relationship between job crafting and autonomy support in organizations, showing employees with the highest well-being did the most job crafting and experienced the highest amount of perceived autonomy support. Findings underscore the importance of both individual factors and contextual factors in supporting workplace well-being.
Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/33d3febef69e317c5a04870da84ed8c63545cfd5
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In General Health Professions
In Organizational Behavior and Human Resource Management
In Social Psychology
Citations in the corpus
- Does job crafting always lead to employee well-being and performance? Meta-analytical evidence on the moderating role of societal culture (2020, background): “Second, according to the hedonic approach, well-being indicates subjective and affective states, such as positive or negative affect (Slemp et al., 2015), or job satisfaction (Cenciotti et al., 2016b; Ingusci et al., 2016).”
- Interventions to support autonomy, competence, and relatedness needs in organizations: A systematic review with recommendations for research and practice (2021, background): “Research also suggests such strategies interact with leadership and provide employeeswith self-directed ways to potentially manufacture more need-supportive behaviour in their leader (Slemp et al., 2015; Slemp, Zhao, et al., 2020).”