"Job crafting in changing organizations: Antecedents and implications for exhaustion and performance": Correction to Petrou, Demerouti, and Schaufeli (2015).

Abstract

Reports an error in "Job crafting in changing organizations: Antecedents and implications for exhaustion and performance" by Paraskevas Petrou, Evangelia Demerouti and Wilmar B. Schaufeli (Journal of Occupational Health Psychology, 2015[Oct], Vol 20[4], 470-480). In the article, there were misreported variables in one of the figures. The legend for Figure 1 should read "Tested SEM model. χ² = 76.50, df = 30, p .000, CFI = 0.98, TLI = 0.92, GFI = .98, RMSEA = .05, RMR = .05; significant synchronous correlations are displayed without their coefficients for clarity purposes. *p ≤ .05.**p ≤ .01." (The following abstract of the original article appeared in record 2015-12642-001.) The present study addressed employee job crafting behaviors (i.e., seeking resources, seeking challenges, and reducing demands) in the context of organizational change. We examined predictors of job crafting both at the organizational level (i.e., perceived impact of the implemented changes on the working life of employees) and the individual level (i.e., employee willingness to follow the changes). Job crafting behaviors were expected to predict task performance and exhaustion. Two-wave longitudinal data from 580 police officers undergoing organizational changes were analyzed with structural equation modeling. Findings showed that the degree to which changes influence employees' daily work was linked to reducing demands and exhaustion, whereas employee willingness to change was linked to seeking resources and seeking challenges. Furthermore, while seeking resources and seeking challenges were associated with high task performance and low exhaustion respectively, reducing demands seemed to predict exhaustion positively. Our findings suggest that job crafting can act as a strategy of employees to respond to organizational change. While seeking resources and seeking challenges enhance employee adjustment and should be encouraged by managers, reducing demands seems to have unfavorable implications for employees. (PsycINFO Database Record

How does proactive personality promote calling at work? A dual-path mediation model

“…Consequently, proactive employees will be more likely to display proactive behavior in the form of job crafting. For example, proactive employees may change their job characteristics according to their initiatives and interests (Petrou et al, 2015;Vermooten et al, 2019) through physical and cognitive adjustments to the task or relational scope of their work (Slemp & Vella-brodrick, 2013;Wrzesniewski & Dutton, 2001). These results support previous findings that individuals with high proactive personalities are more likely to engage in proactive behaviors such as job crafting to bring about meaningful changes in their work (Bakker et al, 2012;Teng & Chen, 2019;Vermooten et al, 2019).…”

“…Through job crafting, employees can be actively involved in designing their job and align it with their needs to reach the organizational goal (Geldenhuys et al, 2020). Based on the CCT perspective, job crafting is an adapting response in which employee is engaged to cope with and adapt to changing career conditions or choices regarding their work to attain meaningfulness in their job (Petrou et al, 2015;Savickas & Porfeli, 2012). The changes through job crafting may aid individuals in acquiring meaning that fits their calling (Berg et al, 2010;Riasnugrahani et al, 2019;Rudolph et al, 2017).…”

Correlates of procrastination and performance at work: The role of having “good fit”

“…Possibly, individuals who experience good fit also experience higher levels of energy at work because they find their jobs more meaningful, which eventually improves their engagement. Hence, an organization that values and promotes job crafting and authenticity at work is likely to be able to achieve higher levels of work engagement among its employees, in turn leading to the positive outcomes associated with engagement (Petrou, Demerouti, & Schaufeli, 2015).…”

“…Receiving feedback from employees concerning their work environment and task execution can guide management towards ways to improve the positive aspects of work. By focusing on these antecedents, organizations are more likely to provide employees with the personal and job resources they need, which could result in higher levels of well-being (Petrou et al, 2012(Petrou et al, , 2015. Note that organizations are also likely to benefit from implementing such employee-centered interventions, like job crafting and authenticity, since this is expected to lead to higher task and contextual performance, as well as less non-work related activity during work hours.…”

Pelatihan Job Crafting Sebagai Solusi Meningkatkan Keterikatan Kerja Karyawan Perusahaan Finansial Teknologi

“…X. Keterikatan kerja dapat diartikan sebagai kualitas hubungan antara individu dengan pekerjaannya. Karyawan yang memiliki keterikatan kerja yang tinggi maka akan menunjukkan tingkah laku yang berorientasi pada tujuan, tekun dalam mencapai sesuatu dengan penuh semangat, serta antusias, bermakna dan bangga terhadap apa yang telah dilakukan Schaufeli et al, (2017) serta Petrou et al, (2015) menyatakan bahwa job crafting berhubungan secara positif dengan keterikatan kerja. Karyawan yang memiliki job crafting tinggi, di saat bekerja cenderung akan mudah mengatasi permasalahan dalam pekerjaannya.…”