The longitudinal impact of a job crafting intervention

By J. Van Wingerden, Arnold B. Bakker, Daantje Derks. 2017

175 citations recorded by the source corpus.

ABSTRACT This study examined the impact of a job crafting intervention based on job demands-resources (JD-R) theory. We hypothesized that the intervention would influence participants’ job crafting behaviours, as well as their job demands, job resources, and personal resources. In addition, we hypothesized a positive impact of the intervention on work engagement and self-rated job performance. The study used a quasi-experimental design with a control group. Teachers (N = 75) participated in the job crafting intervention on three occasions with 9 weeks in-between the first and second measurement, and 1 year in-between the second and third measurement. Results showed that the intervention had a significant impact on participants’ job crafting behaviours, both at time 2 and time 3. In addition, the results showed a significant increase of performance feedback, opportunities for professional development, self-efficacy, and job performance 1 year after the job crafting intervention. Participants’ levels of job demands, resilience, and work engagement did not change. We discuss the implications of these findings for JD-R theory and practice.

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

View Paper: https://www.semanticscholar.org/paper/bccd6dca0b7c6d4c3debeaae9f11478c1ab96112

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In Clinical Psychology

In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Work engagement interventions can be effective: a systematic review (2019, background): “As an element of well-being, work engagement might also be improved by such an intervention, supported by the positive effects observed using goal-setting in job crafting interventions (e.g. Van Wingerden et al., 2016, 2017b, 2017a).”
Job crafting and playful work design: Links with performance during busy and quiet days (2020, background): “…HR departments or consultancy agencies may use the present insights to optimize proactive work behavior interventions, in which employees learn to proactively optimize their job demands, resources, or their personal experience of work (e.g., Gordon et al., 2018; Van Wingerden et al., 2017).”
The value of job crafting for work engagement, task performance, and career satisfaction: longitudinal and quasi-experimental evidence (2019, background): “Others have found that a job crafting intervention can enhance employee outcomes such as task performance (e.g., Van Wingerden et al., 2017a), but were unable to demonstrate the mediating role of the increase in job crafting behavior.”
Effectiveness of job crafting interventions: a meta-analysis and utility analysis (2019, methodology): “Most were carried out in The Netherlands (n = 9; i.e., Dubbelt, 2016; Gordon et al., 2018; Kooij, Van Woerkom, & Kuijpers, 2018; Kooij et al., 2017; Van den Heuvel et al., 2015; Van Wingerden, Bakker, & Derks, 2016; Van Wingerden et al., 2017a, 2017b, 2017).”
Job Demands–Resources theory and self-regulation: new explanations and remedies for job burnout (2020, background): “Research of the past five years has shown that job crafting training can be effective (for a meta-analysis, see Oprea et al., 2019), and may even have positive effects on personal and job resources assessed one year after the intervention (Van Wingerden et al., 2017).”