Job crafting and job performance: A longitudinal study

By M. Tims, Arnold B. Bakker, Daantje Derks. 2015

376 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/ad84c00b496eed55fa783a0bba06dfc16288e85d

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Job Crafting and Performance: Literature Review and Implications for Human Resource Development (2018, background): “Although the correlation coefficients were positive, increasing social job resources showed relatively weak correlations with in-role (.13 ⩽ r ⩽ .21; for example, Cenciotti et al., 2016; Chinelato et al., 2015) and extra-role performance (r = .18, Tims et al., 2015).”
Effectiveness of job crafting interventions: a meta-analysis and utility analysis (2019, methodology): “On the other hand, by crafting their jobs, employees can create an optimal work environment, which contains the instrumental job resources that are needed in achieving work objectives (Tims et al., 2015a).”
Does job crafting always lead to employee well-being and performance? Meta-analytical evidence on the moderating role of societal culture (2020, background): “Specifically, through developmental crafting, employees feel more endowed with relevant knowledge and better prepared for future actions, which in turn lead to increased resources and enhanced well-being (Tims et al., 2013b; Tims et al, 2015b).”
How coworkers attribute, react to, and shape job crafting (2019, background): “Furthermore, scholars have described instances in which individual job crafting has an impact on others (e.g., Tims et al., 2015a; Wrzesniewski & Dutton, 2001).”
A meta-analysis on promotion- and prevention-focused job crafting (2018, background): “Prevention-focused job crafting can lead to work overload or tension with colleagues (Tims et al., 2015a).”
The value of job crafting for work engagement, task performance, and career satisfaction: longitudinal and quasi-experimental evidence (2019, background): “There is also no conclusive evidence about the links between seeking challenges and work engagement and task performance over time (e.g. Tims et al., 2013, 2015) although diary studies (e.g. Petrou et al., 2012) and crosssectional studies (e.g. Demerouti, Xanthopoulou, Petrou, & Karagkounis, 2017)…”
Career competencies and job crafting: How proactive employees influence their well-being (2016, result): “These findings suggest that decreasing hindering job demands functions in an opposite way compared to the other job crafting dimensions (for a similar account, see Tims et al., 2015).”
Explaining supervisor–subordinate guanxi and subordinate performance through a conservation of resources lens (2019, background): “Our argument so far suggests that SSG encourages subordinates’ job crafting behaviors that increase job resources and reduce hindrance job demands thereby contributing to higher work performance (Tims et al., 2015).”
Employee engagement and performance: a systematic literature review (2018, background): “Two studies found that work engagement was not associated with organizational citizenship behavior [Tims et al. 2015, Zhong et al. 2016].”
How employees’ pro-activity translates high-commitment HRM systems into work engagement: the mediating role of job crafting (2018, background): “In fact, COR theory allows us to study job crafting as a mediator between perceived HRM and other outcomes such as employee performance, provided that the latter allows employees to reinvest the resources that follow from their job crafting initiatives (Tims et al., 2015).”