The impact of job crafting on job demands, job resources, and well-being.

By M. Tims, Arnold B. Bakker, Daantje Derks. Journal of Occupational Health Psychology, 2013

1,197 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/cb7537321786a26e6b7f97c845e647d3c82c2067

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Employee engagement, human resource management practices and competitive advantage (2015, background): “More generally, self-initiated work behaviours such as voice, job crafting and proactive performance will be most prevalent among employees who are high in energy, involved in their work, and who strive to make their organization successful (Tims et al., 2013; Van Dyne and LePine, 1998).”
A Role–resource Approach–avoidance Model of Job Crafting: A Multimethod Integration and Extension of Job Crafting Theory (2017, methodology): “Research has suggested that both role and resource crafting relate to general outcomes of enrichment, performance, strain, and engagement (Leana et al., 2009; Tims et al., 2012, 2013; Wrzesniewski & Dutton, 2001).”
Transformational leadership, adaptability, and job crafting:the moderating role of organizational identification. (2017, positive): “…2015), work engagement (Bakker et al., 2012; Harju, Hakanen, & Schaufeli, 2016), person-job ﬁ t (Lu, Wang, Lu, Du, & Bakker, 2014; Tims, Derks, & Bakker, 2016), job satisfaction (Tims, Bakker, & Derks, 2013), and increased personal resources (Vogt, Hakanen, Brauchli, Jenny, & Bauer, 2016).”
Examining Job Crafting from an Interpersonal Perspective: Is Employee Job Crafting Related to the Well‐Being of Colleagues? (2015, background): “A possible reason for the lack of studies on the negative consequences of job crafting may be that employees do not feel comfortable reporting these crafting activities (Tims et al., 2013a).”
Job Demands–Resources theory and self-regulation: new explanations and remedies for job burnout (2020, background): “For example, in a three-wave study among employees working at a chemical plant, Tims et al. (2013) showed that job crafting resulted in an increase in various job resources over time, such as skill variety, opportunities for development, and social support.”
Work design influences: A synthesis of multilevel factors that affect the design of jobs (2017, background): “…to job resources such as job autonomy, which have been characterized as “alterables” that are easier to change (Hakanen, Bakker, & Schaufeli, 2006; Tims et al., 2013), but less applicable to the demanding aspects of work design that derive from higher-level pressures (Rhoades & Eisenberger,…”
Does work engagement increase person–job fit? The role of job crafting and job insecurity (2014, background): “Work engagement, as a positivemotivational-affective state, could broaden employees' thought–action repertories and help build or increase personal and job resources (e.g., Bakker, 2011; Tims et al., 2012, 2013).”
Burnout and Work Engagement: The JD–R Approach (2014, positive): “Although most of the available evidence suggests that job crafting leads to increased levels of engagement and lower levels of burnout (Bakker et al. 2012b, Petrou et al. 2012, Tims et al. 2013), the JD –”
Challenging, Hindering Job Demands and Psychological Well-Being: The Mediating Role of Stress-Related Presenteeism (2021, methodology): “Challenging demands which have been included in various studies include workload, job responsibility, and time pressure (Tims et al., 2013) while hindrance demands include emotional demands, role ambiguity, role conflict, etc. (Crawford et al., 2010).”