How and When Are Job Crafters Engaged at Work?

Shin, Inyong; Hur, Won‐Moo; Kang, Seongho

doi:10.3390/ijerph15102138

Cited by 15 publications

(14 citation statements)

References 66 publications

(107 reference statements)

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“…This means that subordinates' PsyCap may play a mediating role in the relationship between leader humility and subordinates' OCB/withdrawal behavior. First, several previous studies support the promoting effect of positive PsyCap on employees' extra-role behaviors [10,41,42,[46][47][48]. For example, Qian et al [46] found that employees with higher self-efficacy are less reluctant to speak up; Norman et al's [10] research demonstrated that positive PsyCap can promote employees to engage in more OCB and fewer deviance behaviors; and Avey et al's [48] meta-analysis supported the idea that PsyCap is positively related to desirable OCB behaviors, and negatively related to undesirable behaviors (turnover and deviance).…”

Section: The Mediating Role Of Subordinates' Psycapmentioning

confidence: 81%

“…Very simply, PsyCap can be viewed as "who you are" and "what you can become in terms of positive development" [39] and is differentiated from human capital ("what you know"), social capital ("who you know"), and financial capital ("what you have") [1]. Some studies have confirmed that individual PsyCap has positive effects on individuals' job attitudes [40,41], work behaviors [42], and performance [1,40]. In addition, PsyCap has been shown to predict satisfaction with work, health, relationships, and life in general [43,44].…”

Section: Leader Humility and Subordinates' Psycapmentioning

confidence: 99%

“…Previous studies have shown that PsyCap facilitates positive cognitive appraisals of work and life, and plays a positive role in well-being, and in satisfaction with work, health, and life [43,44]. Hence, PsyCap, as an individual's positive and healthy psychological state of development, is of great significance for employees [40][41][42]. Scholars have examined several different leadership types and how they influence subordinates' PsyCap.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

See 2 more Smart Citations

Leader Humility, and Subordinates’ Organizational Citizenship Behavior and Withdrawal Behavior: Exploring the Mediating Mechanisms of Subordinates’ Psychological Capital

Qian

Zhang

Jiang

2020

IJERPH

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As a bottom-up leadership style, leader humility has received considerable attention from researchers. Among the abundant studies revealing the positive impact of leader humility on employees’ work attitude and behaviors, there is less knowledge on how leader humility influences subordinates’ organizational citizenship behavior (OCB) and withdrawal behavior. On the basis of the social information processing theory, this study proposed a cross-level mediation model and examined the direct impact of leader humility on subordinates’ OCB and withdrawal behavior. We also further explored the underlying psychological mechanism and examined the mediating effect of psychological capital on these relationships. Using a two-wave panel design and 274 employees’ questionnaire data, the empirical analysis found that: (1) leader humility was positively related to subordinates’ OCB and negatively related to subordinates’ withdrawal behavior; (2) leader humility was positively related to subordinates’ psychological capital; and (3) psychological capital played a cross-level mediating role in the leader humility-subordinates’ OCB relationship and the leader humility-subordinates’ withdrawal behavior relationship. Theoretical and practical implications, limitations, and suggestions for future research are also discussed.

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Section: The Mediating Role Of Subordinates' Psycapmentioning

confidence: 81%

Section: Leader Humility and Subordinates' Psycapmentioning

confidence: 99%

Section: Theoretical Implicationsmentioning

confidence: 99%

See 1 more Smart Citation

Leader Humility, and Subordinates’ Organizational Citizenship Behavior and Withdrawal Behavior: Exploring the Mediating Mechanisms of Subordinates’ Psychological Capital

Qian

Zhang

Jiang

2020

IJERPH

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“…Hence, individuals can perform behaviors through job crafting to balance the relationship between demands and resources at work. Job crafting is a set of initiatives of change generated by the person to make the job better fit their expectations and needs [9]. In this sense, Bakker and Demerouti [10] added that it is an individual and proactive action aimed at changing the job to make it more "engaging" and less tiring.…”

Section: Introductionmentioning

confidence: 99%

The Impact of Both Individual and Collaborative Job Crafting on Spanish Teachers’ Well-Being

2019

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Current changes in social structures and political-economic systems directly affect teachers’ job performance. Among others, these changes include changes in communication and information technologies, the scientific revolution, changes in the structure of populations, the revolution of social relations, economic and political transformations, and revolutions in labor relations and leisure time. These changes all seem to have promoted educational revolutions, which encourage the development of autonomous individuals who are capable of making critical judgments, ready to dialogue and cooperate in problem solving, and who seek alternatives aimed at building a better society. Thus, teachers suffer daily from the impact of continual changes that affect the way they do their work. According to the job-demands resources model, each job environment has its own characteristics that can be grouped into two dimensions: job demands and job resources. However, the relationship between job demands and resources has serious implications for individuals’ lives and psychological well-being. While work provides us with the means to survive, develop social relationships, and experience control over our lives, an excess of demands and a shortage of resources to cope with them would adversely affect personal well-being. Hence, individuals can perform behaviors through job crafting to balance this relationship between demands and resources at work. Job crafting is a proactive behavior of the worker who improves his own working conditions in order to achieve a more meaningful and satisfactory job. This phenomenon allows individuals to play a certain role by “creating” their own job, changing the conditions in which they perform their tasks. In this study, 146 teachers participated to investigate the relationships between both individual and collaborative job crafting behaviors, on the one hand, and job satisfaction, work engagement, and teaching performance, on the other.

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“…Recent studies have also highlighted that job crafting is an antecedent of work engagement in general (Shin et al 2018), although this relationship has not been explored in the trade union field. Labor union activity is voluntary and, therefore, seems closely related to job crafting.…”

Section: Introductionmentioning

confidence: 99%

Job Crafting among Labor Union Representatives: Its Impact on Work Engagement and Job Satisfaction

2019

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Labor Union activity still lacks recognition as an ordinary work activity. However, on the one hand, labor union representatives must deal with many tasks (internal and external) that can sometimes be overwhelming. On the other hand, given its vocational nature and the possibility that it offers for the workers themselves to organize their work, the area of trade unionism can be interesting for the study of job crafting and other phenomena associated with well-being, such as burnout or work engagement. Unfortunately, to date, there are no investigations that address these phenomena, especially job crafting in the labor union environment. Therefore, the objective of the present study is to explore the existing relationships between the job crafting of the labor union representatives and their well-being and health. A sample of 78 participants engaged in labor union activity for an average of 12.62 years completed job satisfaction and work engagement measures. The results indicate that job crafting dimensions predicted participants’ job satisfaction and engagement.

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How and When Are Job Crafters Engaged at Work?

Cited by 15 publications

References 66 publications

Leader Humility, and Subordinates’ Organizational Citizenship Behavior and Withdrawal Behavior: Exploring the Mediating Mechanisms of Subordinates’ Psychological Capital

Leader Humility, and Subordinates’ Organizational Citizenship Behavior and Withdrawal Behavior: Exploring the Mediating Mechanisms of Subordinates’ Psychological Capital

The Impact of Both Individual and Collaborative Job Crafting on Spanish Teachers’ Well-Being

Job Crafting among Labor Union Representatives: Its Impact on Work Engagement and Job Satisfaction

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