期刊
EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY
卷 26, 期 1, 页码 107-119出版社
ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD
DOI: 10.1080/1359432X.2016.1224233
关键词
JD-R theory; job crafting intervention; job performance; personal resources; work engagement
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 9weeks in-between the first and second measurement, and 1year 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 1year 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.
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