The role of work-related needs in the relationship between job crafting, burnout and engagement

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Abstract

ORIENTATION: Knowing that it is imperative to better understand the antecedents and consequences of needs-supplies fit, the present research had two main objectives. Firstly we wanted to extend our knowledge about traditional psychological needs, for example highlighted through the Self-Determination Theory, by presenting more specific work-related needs. Secondly, following the new directions of organisational fit theories, we wanted to better understand how individuals make sense of fit. RESEARCH PURPOSE: The purpose of this study is to propose more specific work-related needs in terms of employment quality and to test job crafting as an antecedent of needs-supplies fit (NS fit). We tested the double mediating role of NS fit (i.e. : based on more specific work-related needs, and general: based on global job perceptions) between job crafting and individual outcomes namely burnout and work engagement. MOTIVATION FOR THE STUDY: By taking into account more specific work-related needs, this study aimed to add more specific information to better help predict well-being at work. Moreover, the present research responds to the need to better understand how individuals make sense of fit. RESEARCH DESIGN, APPROACH, AND METHOD: Data were collected in a Belgian Public Federal Service (N = 1500). Our research model was tested using Structural Equation Modelling with Mplus. MAIN FINDINGS: Results show, (1) that specific NS fit perception was positively related to a global NS fit perception and (2) the partial mediating role (specific and general) of NS fit between job crafting and burnout and work engagement. PRACTICAL/MANAGERIAL IMPLICATIONS: Managers should encourage crafting behaviours and should know their team and that team's specific needs. CONTRIBUTION/ADDED-VALUE: By taking into account more specific work-related needs, our study suggests that needs-supplies may have more than one dimension. Moreover, it shows that job crafting is a way to increase NS fit.

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The impact of job crafting on job demands, job resources, and well-being.

Maria Tims, Arnold B. Bakker, Daantje Derks (2013)

This longitudinal study examined whether employees can impact their own well-being by crafting their job demands and resources. Based on the job demands-resources model, we hypothesized that employee job crafting would have an impact on work engagement, job satisfaction, and burnout through changes in job demands and job resources. Data was collected in a chemical plant at three time points with one month in between the measurement waves (N = 288). The results of structural equation modeling showed that employees who crafted their job resources in the first month of the study showed an increase in their structural and social resources over the course of the study (2 months). This increase in job resources was positively related to employee well-being (increased engagement and job satisfaction, and decreased burnout). Crafting job demands did not result in a change in job demands, but results revealed direct effects of crafting challenging demands on increases in well-being. We conclude that employee job crafting has a positive impact on well-being and that employees therefore should be offered opportunities to craft their own jobs.

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Job crafting: towards a new model of individual job redesign

Maria Tims, Arnold B. Bakker (2010)

ORIENTATION: For a long time, employees have been viewed as passive performers of their assigned job tasks. Recently, several scholars have argued that job design theory needs to address the influence of employees on their job designs. RESEARCH PURPOSE: The purpose of the study was to fit job crafting in job design theory. MOTIVATION FOR THE STUDY: The study was an attempt to shed more light on the types of proactive behaviours of individual employees at work. Moreover, we explored the concept of job crafting and its antecedents and consequences. RESEARCH DESIGN, APPROACH AND METHOD: A literature study was conducted in which the focus was first on proactive behaviour of the employee and then on job crafting. MAIN FINDINGS: Job crafting can be seen as a specific form of proactive behaviour in which the employee initiates changes in the level of job demands and job resources. Job crafting may be facilitated by job and individual characteristics and may enable employees to fit their jobs to their personal knowledge, skills and abilities on the one hand and to their preferences and needs on the other hand. PRACTICAL/MANAGERIAL IMPLICATIONS: Job crafting may be a good way for employees to improve their work motivation and other positive work outcomes. Employees could be encouraged to exert more influence on their job characteristics. CONTRIBUTION/VALUE-ADD: This article describes a relatively new perspective on active job redesign by the individual, called job crafting, which has important implications for job design theories.