Interactions of Approach and Avoidance Job Crafting and Work Engagement: A Comparison between Employees Affected and Not Affected by Organizational Changes - HAL Accéder directement au contenu
Article dans une revue International Journal of Environmental Research and Public Health Année : 2020

Interactions of Approach and Avoidance Job Crafting and Work Engagement: A Comparison between Employees Affected and Not Affected by Organizational Changes

Lotta K. Harju
  • Fonction : Auteur
Jari J. Hakanen
  • Fonction : Auteur

Résumé

Job crafting describes proactive employee behaviors to improve the design of their work and working conditions, and to adapt their job to better suit their abilities and needs. During organizational changes, employees may use job crafting to adjust to the changes in their work and protect their well-being and motivation, i.e., work engagement. However, research shows that although the effects of job crafting strategies that expand the design of work (approach job crafting) have been positive on work engagement, the effects of job crafting strategies that diminish the scope of work (avoidance job crafting) have often been negative. This study investigated the effects of the interactions between different job crafting strategies on work engagement, an aspect that has not thus far been studied. Specifically, we hypothesized that avoidance job crafting is not harmful for work engagement when it is conducted in combination with approach job crafting, particularly during times of organizational change. A two-wave, 18-month follow-up study was conducted among public sector workers who either experienced (n = 479) or did not experience (n = 412) changes in their work. Latent moderated structural equation modeling revealed that avoidance job crafting did not reduce work engagement when combined with approach job crafting behaviors. Moreover, job crafting best benefited work engagement when it was combined with these opposing strategies. However, job crafting was beneficial for work engagement only among employees who were affected by organizational changes, that is, among employees whose job design had changed. Practically, organizations implementing changes could encourage proactive job redesign approaches among their employees—particularly both approach and avoidance types of job crafting strategies.
Fichier principal
Vignette du fichier
542254-IJERPH_Harju_202012.pdf ( 854.06 Ko ) Télécharger
Origine : Fichiers éditeurs autorisés sur une archive ouverte
Loading...

Dates et versions

hal-03188191, version 1 (01-04-2021)

Identifiants

  • HAL Id : hal-03188191 , version 1

Citer

Piia Seppälä, Lotta K. Harju, Jari J. Hakanen. Interactions of Approach and Avoidance Job Crafting and Work Engagement: A Comparison between Employees Affected and Not Affected by Organizational Changes. International Journal of Environmental Research and Public Health, 2020, 17 (23). ⟨hal-03188191⟩

Collections

EMLYON
34 Consultations
75 Téléchargements
Dernière date de mise à jour le 21/04/2024
comment ces indicateurs sont-ils produits

Partager

Gmail Facebook Twitter LinkedIn Plus