Although activity trackers are becoming more popular, little is known whether this new technology qualifies to improve employees’ health. This study aimed to evaluate the effect of a workplace intervention applying activity trackers (behavioral approach) along with an online coach (cognitive approach) on work-related well-being (e.g., burnout) and physical health (e.g., body mass index). To test for intervention effects, 116 employees at risk were recruited at 1 large mobility enterprise in Germany and randomly assigned to an intervention group (n = 59) and a control group (n = 57). Intervention effects were assessed 1 month, 3 months, and 1 year after the intervention. Analyses of variance for repeated measures revealed no intervention or long-term effects on work-related well-being. In the intervention group, we found a significant increase in health perception and a significant decrease in body mass index. These effects were stable over time 3 months after the intervention for health perception and 1 year after the intervention for body mass index. Our study shows that a cognitive–behavioral intervention with activity trackers improved physical health over time but was not effective in enhancing work-related well-being.

The present study evaluated the effectiveness of a workplace intervention combining activity trackers (behavioural approach) with an online coach (cognitive approach) in order to increase employees' number of steps and improve their impaired well-being (i.e., emotional strain and negative affect). To analyse the intervention's effectiveness, the study applied latent growth curve modelling. Moreover, we tested whether work-related and personal resources (i.e., job control and self-efficacy) moderated the intervention's effectiveness and whether an increase in number of steps was associated with an improvement in impaired well-being. During the intervention, data were collected at six measurement points from 108 mainly low active employees. The results revealed that employees increased their number of steps until the second intervention week; this increase was not moderated by job control or self-efficacy. Moreover, the intervention was effective in decreasing emotional strain and negative affect over the course of the intervention. Further analyses showed that the increase in number of steps was related to the decrease in negative affect, whereas no such association was found for the increase in number of steps and the decrease in emotional strain. In conclusion, the findings showed that our intervention was effective in improving physical activity and impaired well-being among employees.

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The Approach‐Avoidance Job Crafting Scale (AAJCS) builds on our adjusted version of a hierarchical structure of job crafting by Zhang and Parker from 2019. In developing and validating the new AAJCS, we, first, developed the German items in a stepwise procedure (pilot study). Second, we tested the factor structure and reliability (Study 1). Third, we replicated previous results and tested the construct validity (Study 2). Fourth, we ensured the criterion validity of the AAJCS (Study 3). The results suggested the existence of two independent factors, namely, approach and avoidance crafting, rather than a global job crafting factor. Furthermore, approach and avoidance crafting each consist of four job crafting dimensions, thus reflecting the hierarchical structure of job crafting. Within these dimensions, aspects of previous job crafting concepts are integrated. The distinction between approach and avoidance crafting became apparent in the comparison of their criterion validities as follows: Approach crafting was positively related to work‐related outcomes, while avoidance crafting was negatively associated with work engagement and performance. Furthermore, approach and avoidance crafting exhibited incremental validity with regard to predict work engagement and performance beyond previous job crafting concepts. Approach crafting was positively associated while avoidance crafting was negatively associated with work engagement and performance.

Extending and intensifying work are two self-endangering work strategies that have been shown to impair employee health and well-being. In this study, we investigate with a weekly design the mediating effect of extending and intensifying work in the interplay of time pressure and fatigue. In addition, we explore the role of dispositional perfectionism (perfectionistic strivings and concerns) in this relationship. A sample of 175 teachers responded to weekly surveys over 6 weeks. Multilevel moderated mediation models revealed that time pressure evokes fatigue on a weekly basis. This effect is mediated by weekly extending work, but not by weekly intensifying work. Teachers who rate high on dispositional perfectionistic concerns and strivings are more likely to engage in intensifying work on a weekly basis. In addition, those rating high on dispositional perfectionistic strivings are also more likely to extend their weekly working time. Interestingly, dispositional perfectionism does not affect teachers’ responses to time pressure. Theoretical and practical implications are discussed.