Job crafting and its relationships with person–job fit and meaningfulness: A three-wave study

By M. Tims, Daantje Derks, Arnold B. Bakker. 2016

643 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/6396e0993ff008bbed1b7a2484c6d4991179d21f

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In Demography

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): “…indicators of employee wellbeing included in this study were positive affect, work engagement (Tims & Akkermans, 2017), job engagement (Chen et al., 2014), feeling energy, thriving (Li, 2015), job satisfaction (Hakanen et al., 2018), job happiness, and work meaningfulness (e.g. Tims et al., 2016).”
EMPLOYEE RESILIENCE: DIRECTIONS FOR RESILIENCE DEVELOPMENT (2017, methodology): “…sum, adaptive and learning resilient behaviors arise when employees are encouraged to utilize and generate resources to offset work demands, consistent with the job crafting initiatives proposed in Table 3 (Hargrove, Nelson, & Cooper, 2013; Tims et al., 2016; Van Wingerden, Derks, & Bakker, 2017).”
Leadership, job crafting, and employee health and performance (2018, background): “…job crafting increases tangible (e.g. increases in job resources) and intangible (e.g. increases in work meaningfulness) motivating job characteristics (Bakker et al., 2012; Peral and Geldenhuys, 2016; Tims et al., 2013, 2016), which are positively related to health and performance.”
Weekly job crafting and leisure crafting: Implications for meaning‐making and work engagement (2017, background): “Our first theoretical contribution is that we refine the links between job crafting andwork engagement/meaning previously found via daily and weekly studies (Petrou et al., 2012; Tims et al., 2016), by addressing occupational role salience as an important moderator.”
A multilevel study on servant leadership, job boredom and job crafting (2018, background): “A recent study shows that by crafting their jobs to better fit their abilities, employees enhance the meaningfulness of their work (Tims et al., 2016), which is suggested to protect individuals from boredom (Barbalet, 1999).”
Can Empowering Leaders Affect Subordinates’ Well-Being and Careers Because They Encourage Subordinates’ Job Crafting Behaviors? (2018, background): “These behaviors improve intrinsic work motivation, help employees attain their goals successfully, and experience enhanced meaningfulness in their work and career (Tims et al., 2016).”
Effectiveness of job crafting interventions: a meta-analysis and utility analysis (2019, neutral): “Some of these may be person-job fit (Chen, Yen, & Tsai, 2014; Lu, Wang, Lu, Du, & Bakker, 2014), psychological capital (Vogt, Hakanen, Brauchli, Jenny, & Bauer, 2016), meaningfulness of work (Tims et al., 2016), orflourishing (Demerouti, Bakker, &Gevers, 2015).”