Which employees craft their jobs and how? Basic dimensions of personality and employees' job crafting behaviour

Abstract

The aim of the current research was to examine to what degree basic personality dimensions serve as determinants of job crafting behaviour and to investigate how this behaviour can be influenced via behavioural intentions. In Study 1, we investigated the relationship of approach and avoidance temperament with job crafting in terms of seeking resources, seeking challenges, and reducing demands in a sample of 193 international employees. In Study 2 (n = 130 employees), we experimentally manipulated the current motivational state in terms of approach/avoidance goals and measured job crafting behaviours in a follow-up survey. Results confirmed that employees scoring high on approach temperament report to seek resources and demands, whereas employees scoring high on avoidance temperament tend to reduce hindering demands in the workplace. Furthermore, the manipulation of goals had indirect effects on job crafting via behavioural intentions. Although the effects of the concentration on approach goals on job crafting were contradictory to our expectations, the pursuit of avoidance goals led to higher demands-reducing behaviour. Taking everything together, we provide important insights into the effects of basic personality dimensions on job crafting behaviour and highlight the possibilities and boundaries for managers to influence the job crafting behaviours of employees. Practitioner pointsOur study provides insights about which types of employees alter their job demands and resources. Employees scoring high on approach temperament seek resources and demands, whereas employees scoring high on avoidance temperament reduce demands. Managers are able to influence job crafting behaviour indirectly by stimulating the pursuit of approach and/or avoidance goals. A sole focus on (performance) approach goals might have hindering effects in terms of positive job crafting behaviours.Several empirical studies have corroborated that the higher the degree of compatibility between the characteristics of a person and the situational features at work, the higher, for example, job satisfaction, or the lower turnover intentions (Kristof-Brown, Zimmermann, & Johnson, 2005). Consequently, individual characteristics such as personality traits are more and more taken into account to explain how job characteristics influence an

Understanding students’ motivation towards proactive career behaviours through goal-setting theory and the job demands–resources model

“…Our present findings suggest students higher in mastery approach orientation also have higher workload -but this higher workload does not appear to distract students from proactive career behaviours. As Bipp and Demerouti (2015) reported, people who are high in approach temperament tend to seek both resources and demands. We can also conclude that reducing students' workload is unlikely to make them engage in more proactive career behaviours, and therefore should not form the basis of employability interventions.…”

Reorienting job crafting research: A hierarchical structure of job crafting concepts and integrative review

“…With regard to individual differences, as would be expected, individuals high in approach temperament and promotion‐focus—who are people motivated to obtain positive end‐states (Elliot & Thrash, 2002; Higgins, )—tend to engage in more approach crafting (Bipp & Demerouti, ; Lichtenthaler & Fischbach, ; Rudolph et al, ). Unexpectedly, meta‐analytic studies also found a weak yet positive relationship between prevention‐focus and approach crafting (Lichtenthaler & Fischbach, ; Rudolph et al, ).…”

İş Becerikliliği (Job Crafting) Ölçeğini Türkçe ye Uyarlama ve Duygusal Tükenme İle İlişkisini Belirleme - Adaptation The Turkish Language of The Job Crafting Scale and Relationship Between Job Crafting and Emotional Exhaustion

“…2016). JD-R modeli bakış açısıyla iş becerikliliği; fiziksel, örgütsel ya da sosyal düzeyde iş taleplerini (örn; ağır işyükü ve zaman baskısı) ve iş kaynaklarını (örn; özerklik ve geribildirim) dengelemek amacıyla işin özelliklerinde gerekli değişimleri gerçekleştirme faaliyetidir (Bipp ve Demerouti, 2015). Model doğrultusunda iş becerikliliği davranışları çalışanların iş kaynaklarını artırırken, iş taleplerini en düşük düzeye taşımakta ve iş talepleri ile kaynaklarını dengelemektedir (Ingusci vd.…”

“…Örneğin Petrou ve arkadaşları (2012) ve Bipp ve Demerouti (2015) 3 (üç) ayrı iş becerikliliği davranışı tanımlamış ve bu davranışları şu şekilde ifade etmiştir: a-Kaynak arama: Geribildirim ya da bilgi sağlayıcı davranışları ifade eder (örn; iş arkadaşlarından ve yöneticilerden tavsiye istemek, iş performansına ilişkin geribildirim istemek), b-İşin zorlayıcı olmasını isteme: İşte motive olmak için iş taleplerinde değişiklikler yapmaktır (örn; işe ilişkin daha fazla sorumluluk almak, yeni görevler istemek), c-Talepleri azaltma: İşte duygusal, zihinsel ve fiziksel talepleri minimize etmeyi ve işyükü ve zaman baskısını azaltmayı içerir (örn; iş yükü yönünden çok zorlayıcı bir işi hafifletmek).…”

“…2016), söz konusu davranışlarla iş becerikliliği arasında anlam kargaşası ortaya çıkarabilir. İş becerikliliği davranışını sergileyen çalışanların bu davranışı temelde işleriyle uyumlarını ve motivasyonlarını artırmak için gerçekleştirdikleri düşünüldüğünde, kavramın kişisel inisiyatif kullanma ve örgütsel vatandaşlık davranışı kavramlarından ayrıldığı görülür (Bipp ve Demerouti, 2015;Tims vd., 2012). Kişisel inisiyatif kullanma formal iş gereklerinin ötesinde fakat örgütsel amaçlara hizmet eden, bireyin kendisi tarafından gerçekleştirilen davranışlardır.…”