The consequences of job crafting: a three-wave study

By Katharina Vogt, J. Hakanen, R. Brauchli, Gregor J. Jenny, Georg Bauer. 2016

180 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/7557e66cda1fa56e78db282e7666f1d75c0c2906

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Can job crafting reduce job boredom and increase work engagement? A three-year cross-lagged panel study (2016, unknown): “All the stability coef ﬁ cients of the variables were between 0.60 and 0.70, and are thus of comparable magnitude to those found in previous studies on work engagement (Seppälä et al., 2015; Schaufeli et al., 2006) and job crafting (e.g. Vogt et al., 2016).”
Job Demands–Resources Theory: Taking Stock and Looking Forward (2017, background): “Vogt, Hakanen, Brauchli, Jenny, and Bauer (2016) also used a longitudinal design and found that employees who proactively built a resourceful and challenging work environment for themselves, increased their own psychological capital (hope, resilience, self-efficacy, and optimism) and work…”
Does job crafting always lead to employee well-being and performance? Meta-analytical evidence on the moderating role of societal culture (2020, unknown): “…from longitudinal analyses were reported, we coded correlates based on time-one relationships for complete panel designs (e.g. Petrou et al., 2015; Vogt et al., 2016) and between job crafting and relevant outcomes at other time points for incomplete panel designs (e.g. Petrou et al., 2018; Tims…”
A multilevel study on servant leadership, job boredom and job crafting (2018, background): “Previous research has found that job crafting fosters work engagement (Vogt et al., 2016; Petrou et al., 2012), and may mitigate the negative effects of high job demands on burnout and work engagement (Hakanen et al., 2017).”
Job Demands–Resources theory and self-regulation: new explanations and remedies for job burnout (2020, background): “Using a three-wave panel design with employees from three different European countries, Vogt et al. (2016) showed that job crafting had a positive relationship with future personal resources such as hope, resilience, self-efficacy, and optimism.”
Employee intrapreneurship and work engagement: A latent change score approach (2017, methodology): “This contrasts results of other studies of how work engagement influences proactive work behaviors over time (e.g., Vogt et al., 2015).”
Multiple levels in job demands-resources theory: implications for employee well-being and performance (2018, unknown): “Vogt, Hakanen, Brauchli, Jenny and Bauer (2016) showed with a longitudinal study that employees who proactively built a resourceful and challenging work environment for themselves, increased their own psychological capital (hope, resilience, self-efficacy, and optimism) and work engagement.”
Daily job crafting and momentary work engagement: A self-determination and self-regulation perspective (2019, background): “These findings expand previous research showing that employees who craft their jobs are more engaged and show better performance than those who do not craft their jobs (Rudolph et al., 2017; Vogt et al., 2016).”