Workplace Well-Being: The Role of Job Crafting and Autonomy Support

Slemp, Gavin R.; Kern, Margaret L.; Vella-Brodrick, Dianne

doi:10.1186/s13612-015-0034-y

Cited by 214 publications

(283 citation statements)

References 61 publications

(68 reference statements)

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“…Together with Esteves and Lopes (), Slemp et al (), and Wang and colleagues (Wang, Demerouti, & Bakker, ), this study provides a leadership perspective that contributes to further development of the JC literature. It might be easier for employees to use the JC strategies of seeking challenges and resources when they have a leader encouraging self‐efficacy and self‐confidence as empowering leaders aim to do (Ahearne et al, ).…”

Section: Discussionsupporting

confidence: 55%

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Empowering leadership and job crafting: The role of employee optimism

Thun¹,

Bakker

2018

Stress and Health

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The objective of this study was to test the relationship between empowering leadership and job crafting and to examine the moderating role of optimism as a personal resource. We hypothesized that the association between empowering leadership and job crafting would be stronger for employees with high (vs. low) levels of optimism. A total of 331 Norwegian workers from a variety of occupations participated in our study. Results of structural equation modelling analysis generally supported our hypotheses. Empowering leadership was positively related to 3 of the 4 job crafting strategies investigated (increasing structural job resources, increasing social job resources, and increasing challenging job demands; but not reducing hindrance job demands). Moreover, as hypothesized, optimism strengthened the empowering leadership-job crafting relationship for increasing structural resources and increasing challenging demands. The results suggest that empowering leadership is an important antecedent of job crafting strategies, except for reducing hindrance demands. The implications of these findings are discussed.

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Section: Discussionsupporting

confidence: 55%

“…To the best of our knowledge, only three studies have explored leadership in relation to JC. Slemp, Kern, and Vella‐Brodrick () found that leader autonomy support is positively related to JC. Wang and his colleagues () reported a positive relationship between transformational leadership and JC.…”

Section: Introductionmentioning

confidence: 99%

Empowering leadership and job crafting: The role of employee optimism

Thun¹,

Bakker

2018

Stress and Health

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“…Much evidence shows that good work design predicts an array of positive individual and organizational outcomes, such as commitment, satisfaction, internal work motivation, employee well-being, and performance (Bakker & Demerouti, 2007;Humphrey, Nahrgang, & Morgeson, 2007;Parker et al, 2017). Consistent with what would therefore be expected, studies show that approach crafting benefits individual well-being, such as work engagement (Lichtenthaler & Fischbach, 2016a;Rudolph et al, 2017), job satisfaction (Cheng, Chen, Teng, & Yen, 2016;Lichtenthaler & Fischbach, 2016a;Rudolph et al, 2017;Slemp, Kern, & Vella-Brodrick, 2015), psychological and subjective well-being (Slemp & Vella-Brodrick, 2014), and positive affect (Slemp et al, 2015), and prevents individual negative well-being, such as burnout (Cheng & Yi, 2018;, job boredom (Harju et al, 2016(Harju et al, , 2018, physical complaints, depression (Kim & Beehr, 2018), and job strain (Rudolph et al, 2017). Approach crafting also benefits individuals' career, presumably because employees are able to develop their personal resources through increased learning opportunities or to translate already existing resources into other valuable assets (Kira, van Eijnatten, & Balkin, 2010).…”

Section: Outcomes Of Approach Craftingmentioning

confidence: 72%

“…In addition, research indicated that approach crafting might be more beneficial to employees who experience rough times, such that the positive relationship between approach crafting and work attachment was stronger for employees who were rated as poor performers or felt job insecurity (Wang, Demerouti, et al, 2018). Consistent with proactivity research, studies also found that contextual factors such as perceived organizational support (Cheng et al, 2016;Cheng & Yi, 2018) and autonomy support (Slemp et al, 2015) reinforced the relationship between approach crafting and employee well-being. Shin, Hur, and Choi (2018) found different moderating effect of coworker support.…”

Section: Outcomes Of Approach Craftingmentioning

confidence: 72%

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

2018

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Summary Two dominant perspectives of job crafting—the original theory from Wrzesniewski and Dutton () and the job demands resources perspective from Tims, Bakker, and Derks ()—remain separate in research. To synthesize these perspectives, we propose a three‐level hierarchical structure of job crafting, and we identify the aggregate/superordinate nature of each major job crafting construct. The first level of the structure is job crafting orientation, or approach versus avoidance crafting, which we argue is an essential yet often neglected distinction in the literature. We address the debate surrounding cognitive crafting and identify crafting form (behavioral versus cognitive crafting) as the next hierarchical level of constructs. Finally, we concur that job resources and job demands, or crafting content, capture different ways that individuals craft their jobs. Using this integrated hierarchical structure, we were able to review antecedents and outcomes from both perspectives. We show, for example, that approach crafting in its behavioral form is very similar to other proactive behaviors in the way it functions, suggesting a need for closer synthesis with the broader proactive literature, whereas avoidance crafting appears to be less proactive and often dysfunctional. On the basis of our review, we develop a road map for future research.

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“…Results suggested that within and across time, PsyCap and perception of OV were independently related to greater work happiness, but there was also some evidence of a synergistic effect between the inside and the outside factors. Similarly, in a sample of working adults, wellbeing was greatest when employees crafted their job (an inside-out approach) and were supported by their employers (an outside-in approach; Slemp et al, 2015). The IO-OI model also proposes underlying processes act as “joining mechanisms' that support the synergistic association between employee positive attitudes (inside factors), perceptions of organization culture (outside factors) and employee work happiness (see Figure 1).…”

Section: Introductionmentioning

confidence: 99%

The Role and Reprocessing of Attitudes in Fostering Employee Work Happiness: An Intervention Study

Williams

Waters

2017

Front. Psychol.

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This intervention study examines the iterative reprocessing of explicit and implicit attitudes as the process underlying associations between positive employee attitudes (PsyCap), perception of positive organization culture (organizational virtuousness, OV), and work happiness. Using a quasi-experimental design, a group of school staff (N = 69) completed surveys at three time points. After the first assessment, the treatment group (n = 51) completed a positive psychology training intervention. Results suggest that employee PsyCap, OV, and work happiness are associated with one another through both implicit and explicit attitudes. Further, the Iterative-Reprocessing Model of attitudes (IRM) provides some insights into the processes underlying these associations. By examining the role and processes through which explicit and implicit attitudes relate to wellbeing at work, the study integrates theories on attitudes, positive organizational scholarship, positive organizational behavior and positive education. It is one of the first studies to apply the theory of the IRM to explain associations amongst PsyCap, OV and work happiness, and to test the IRM theory in a field-based setting. In applying attitude theory to wellbeing research, this study provides insights to mechanisms underlying workplace wellbeing that have not been previously examined and in doing so responds to calls for researchers to learn more about the mechanisms underlying wellbeing interventions. Further, it highlights the need to understand subconscious processes in future wellbeing research and to include implicit measures in positive psychology interventions measurement programs. Practically, this research calls attention to the importance of developing both the positive attitudes of employees and the organizational culture in developing employee work happiness.

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Workplace Well-Being: The Role of Job Crafting and Autonomy Support

Cited by 214 publications

References 61 publications

Empowering leadership and job crafting: The role of employee optimism

Empowering leadership and job crafting: The role of employee optimism

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

The Role and Reprocessing of Attitudes in Fostering Employee Work Happiness: An Intervention Study

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