Job design, work engagement and innovative work behavior: A multi-level study on Karasek’s learning hypothesis

Spiegelaere, Stan De; Gyes, Guy Van; Witte, Hans De; Hootegem, Geert Van

doi:10.5771/0935-9915-2015-2-123

Cited by 45 publications

(41 citation statements)

References 49 publications

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“…Alpkan et al (2007) also indicated that work discretion, which is an ability to take initiative in decision-making, enhances innovativeness and overall performance. Work discretion, which is also known as autonomy in the workplace, is a strong indicator for revealing innovative behaviors among employees (De Spiegelaere, Gyes, De Witte, Niesen, & Van Hootegem, 2015). Similar findings were found by Dess et al (2003) whereby the study provided evidence of a strong relationship between work discretion and entrepreneurial orientation.…”

Section: Discussionsupporting

confidence: 77%

The Role of Work Discretion in Activating Entrepreneurial Orientation among Employees

2017

J ENTREP BUS

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-The purpose of the study is to examine the relationship between work discretion and entrepreneurial orientation dimensions namely innovativeness, risk-taking, and proactiveness among employees of cement manufacturers in Johor, by applying the quantitative approach. An online internet-based web survey questionnaire method is adopted to collect data for the study and the population consists of all employees (N=300) of cement manufacturing organizations in Johor. Response rate of 70.4 percent is achieved. Formulated hypotheses are tested with multiple regression analysis and the findings indicate that all three hypotheses are supported providing empirical evidence confirming significant relationship between work discretion and entrepreneurial orientation dimensions investigated in the study. In addition, implications of the study are also discussed apart from the avenue for future research in the area of entrepreneurial orientation.

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Section: Discussionsupporting

confidence: 77%

The Role of Work Discretion in Activating Entrepreneurial Orientation among Employees

2017

J ENTREP BUS

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“…Work method autonomy gives employees the necessary space to experiment with alternative work procedures and methods, innovations they can propose at a later stage. Various empirical studies have confirmed this positive effect of work method autonomy on employee innovative behavior (De Spiegelaere, Van Gyes, De Witte, & Van Hootegem, ; Molleman & van den Beukel, ; Rodríguez, Buyens, Van Landeghem, & Lasio, ; Shalley & Gilson, ). We consequently hypothesize that work methods autonomy will be positively related to IWB and work engagement.…”

Section: The Impact Of Job Autonomy On Work Engagement and Iwbmentioning

confidence: 82%

Not All Autonomy is the Same. Different Dimensions of Job Autonomy and Their Relation to Work Engagement & Innovative Work Behavior

Spiegelaere

Gyes

Hootegem

2016

Hum Ftrs & Erg Mfg Svc

118

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Job autonomy is a key enabling factor for employee engagement and innovative employee behavior. Although job autonomy used to be viewed as a multi‐dimensional construct, there has been little recent discussion on the different dimensions of job autonomy and how they relate to employee outcomes. This study uses a sample of 927 employees from different sectors to research the relation between autonomy regarding the (1) work method, (2) work scheduling, (3) work time and (4) place of work and two main employee outcomes: work engagement (WE) and innovative work behavior (IWB). The results show that all studied dimensions of autonomy are bivariatly related to higher levels of WE and IWB. Yet, when simultaneously analyzing the dimensions of job autonomy using structural equations modelling, most of the effects become insignificant. For WE, only the effect of work method autonomy is statistically significant. For IWB, work method and locational autonomy play a positive role. This signals that the current managerial attention for, e.g., work time autonomy (flexitime) does only contribute to enhanced work engagement and IWB insofar as such a systems result in higher work method autonomy.

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“…The Finnish sample of this study is in many ways typical of the modern knowledge worker: highly educated, facing high challenge demands at work, but at the same time also enjoying high decision latitude to organize demanding work. According to the job demands-control model, this combination results in 'active jobs', which are related to high motivation and well-being in employees (Karasek, 1979;Karasek & Theorell, 1990) and may therefore result in high job performance such as innovative work performance (De Spiegelaere, Van Gyes, De Witte, & Van Hootegem, 2015).…”

Section: Discussionmentioning

confidence: 99%

Challenge and hindrance demands in relation to self‐reported job performance and the role of restoration, sleep quality, and affective rumination

Laethem

Beckers

Bloom

et al. 2018

J Occupat & Organ Psyc

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Longitudinal research on the relationship between job demands and job performance and its underlying mechanisms is scarce. The aims of this longitudinal three‐wave study among 920 Finnish employees were to ascertain whether (1) challenge job demands (i.e., workload, cognitive demands) and self‐reported job performance are positively related over time, (2) job insecurity (i.e., a hindrance demand) and job performance are negatively related over time, (3) restorative experiences during off‐job time and sleep quality are underlying mechanisms in these relations, and (4) affective rumination mediates the proposed relations of job demands and job insecurity with restoration and sleep quality. Self‐report data were analysed with structural equation modelling. The results revealed a positive, temporal relationship between challenge job demands and job performance (task and contextual performance) across 1 year, but no temporal relationship between job insecurity and self‐reported job performance. Moreover, high challenge job demands were positively related to the restorative value of off‐job activities, and favourable restoration was positively related to subsequent task performance. Finally, affective rumination mediated the relationship of challenge job demands with both restoration and sleep quality. Job insecurity was not longitudinally related to restoration, sleep quality, or affective rumination. The implications of our findings for occupational health psychology are discussed. Practitioner points Provide employees with sufficient job resources (e.g., high autonomy and social support) to adequately deal with high job demands. Allow employees sufficient time to recover from high job demands during off‐job time and provide training sessions in recovery, relaxation, meditation, and goal setting. Employees may attempt to counteract perseverative thoughts by actively pursuing distracting restoration activities (e.g., exercise, meditation).

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Job design, work engagement and innovative work behavior: A multi-level study on Karasek’s learning hypothesis

Cited by 45 publications

References 49 publications

The Role of Work Discretion in Activating Entrepreneurial Orientation among Employees

The Role of Work Discretion in Activating Entrepreneurial Orientation among Employees

Not All Autonomy is the Same. Different Dimensions of Job Autonomy and Their Relation to Work Engagement & Innovative Work Behavior

Challenge and hindrance demands in relation to self‐reported job performance and the role of restoration, sleep quality, and affective rumination

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