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Het belang van ‘leader-member exchange’ (LMX) en situationele doeloriëntatie als voorspellers van job crafting
Abstract
The importance of LMX and situational goal orientation as predictors of job crafting
The importance of LMX and situational goal orientation as predictors of job crafting
Research indicates that job crafting has positive outcomes such as higher performance and more commitment. Yet, we still know little about the antecedents of job crafting and the ways in which organizations can enhance job crafting activities. Previous studies suggest that job crafting more often occurs in challenging work environments. The present study investigated several aspects of challenging work situations as antecedents of job crafting: LMX and situational goal orientation. We predicted that employees in a high-quality LMX relationship would perceive more situational learning and performance goals and consequently would show more job crafting. The sample consisted of 260 employees from different organizations who filled out a questionnaire. The outcomes of a Structural Equation Modelling analysis supported the predictions to a large extend: employees reported more job crafting when they had a high-quality LMX relationship with their supervisor. This relationship was partly mediated by perceived learning and performance goals. Implications and limitations are discussed.
... Van Dam et al. (2013) collected data from 260 employees from different companies and concluded that highquality leader-member exchange increases job crafting. In parallel with these explanations and research findings, the below hypothesis is developed. ...
... However, there were no studies seen in the literature which present the mediating role of supervisor support on the relation between leader-member exchange and job crafting. On the other hand, as previously stated, there are studies in the literature showing the existence of the dual relationship between these variables (Berdicchia and Masino, 2017;Bryant, 2008;Hsieh, 2012;Kim et al., 2018;Leana et al., 2009;Li, 2015;Van Dam et al., 2013). Additionally, there are studies in the literature evaluating supervisor support as a mediating variable in the relations of other variables. ...
Purpose-Main purpose of this study is to define the antecedents of job crafting. Within this context, it is questioned whether self-efficacy has a moderating role on the indirect effect leader-member exchange on job crafting, when combined with perceived supervisor support.
Design/methodology/approach-The data were collected via questionnaires and simple random sampling while including middle school teachers in a city of Turkey as participants. In addition, data were gathered in October and November 2019. The reason why teachers were selected for this study is the fact that there is limited amount of studies in the literature doing so. In order to test the hypotheses, hierarchical regression analysis, sobel test and moderated mediation analysis were used.
Findings-The findings show that leader-member exchange positively and significantly affects job crafting and additionally perceived supervisor support has a mediating role in this relationship. Along with this, it is also defined that supervisor support affects job crafting positively and significantly while self-efficacy has a moderating role in this relationship. Finally, it is seen that self-efficacy has a moderating role in the indirect effect of leader-member exchange on job crafting, when combined with supervisor support.
Discussion-The study tries to put forward the effects of leader-member exchange, perceived supervisor support and self-efficacy on job crafting in a single model with a multilevel perspective. Additionally, there was no studies found in the literature that takes all these variables into consideration together and that looks into the relationship between these variables for teachers. For this reason, it can be stated that the obtained findings are important both for the literature and for practitioners.
... LMX For assessing LMX, a seven-item scale from Janssen and Van Yperen (2004) and used in Van Dam et al. (2013) was adapted. It captures whether the interaction of individual employees with their immediate supervisor is characterized by quality features such as support, trust, and appreciation The measures used for IWB, distributed leadership, and BPNS employed a seven-point Likert-type scale which ranged from 1 = 'does not apply at all' to 7 = 'fully applies' while the measure used for LMX contained a five-point Likert-type scale which ranged from 1 = 'fully disagree' to 5 = 'fully agree'. ...
Distributed leadership (DL) and leader-member exchange (LMX) are highly relevant for fostering teachers’ innovative work behavior (IWB). Based on self-determination theory, we hypothesized that the satisfaction of the basic psychological needs (BPNS) for autonomy, competence, and relatedness plays a major role in mediating these relationships. To investigate this assumption, we executed a quantitative survey study among secondary education teachers involving a time-lag design with two points of measurement (N(T1) = 654 and N(T2) = 293). For hypothesis testing we employed structural equation modelling (SEM) and found support for most of our assumptions: DL (at T1) enhanced teachers’ IWB (at T2) by fueling BPNS (at T1 and T2) (indirect effects: autonomy (T1/T2): β = .10/.09, p < .10/.01; competence (T1/T2): β = .09/.10, p < .01/.01; relatedness (T1/T2): β = .00/.08, ns/p < .01). Conversely, LMX (at T1) hardly exerted its effect through BPNS (at T1 and T2) but was directly connected to teachers’ IWB (at T2) (indirect effects: autonomy (T1/T2): β = .06/.07, p < .10/.01; competence (T1/T2): β = .01/.04, ns/ns; relatedness (T1/T2): β = .00/.03, ns/p < .10; direct effects (T1/T2): β = .15/.09, p < .05/ns). Therefore, to promote teachers’ IWB, school leaders should not only focus on the relationship quality with teachers, but also on the informal distribution of leadership practice and, more generally, to the creation of an environment that bolsters teachers’ BPNS. Moreover, future research may explore these relationships in other educational sectors as well as in non-profit organizations.
... Werd aanvankelijk een onderscheid gemaakt tussen leerdoelen en prestatiedoelen (Dweck & Leggett, 1988;Elliot & Dweck, 1988), tegenwoordig wordt in organisatieonderzoek vaak het driedimensionele model van VandeWalle (1997) gebruikt (Payne et al., 2007;Theis & Bipp, 2019;Van Dam, 2015), dat bestaat uit leer-, prestatievermijd-en prestatiebewijs-doeloriëntatie. Mensen met een leerdoeloriëntatie zijn gericht op de eigen ontwikkeling en daardoor geneigd leerdoelen te stellen; ze hebben een voorkeur voor uitdagende taken en werkomgevingen met ontplooiingsmogelijkheden (Parker, Martin, Colmar, & Liem, 2012;Van Dam, Nikolova, & Van Ruysseveldt, 2013). Individuen met een leerdoeloriëntatie hebben de overtuiging dat competenties te ontwikkelen zijn wanneer men zich hiervoor inspant (Dweck, Chiu, & Hong, 1995). ...
Werkdruk wordt in de literatuur als een uitdagende taakeis beschouwd, die tot zowel
uitputting als bevlogenheid kan leiden. Dit onderzoek stelt deze a priori opvatting
ter discussie en veronderstelt dat de beoordeling (appraisal) van werkdruk bepalend
is voor die uitkomst, waarbij werkdruk tot bevlogenheid zal leiden wanneer zij als
uitdaging (challenge) wordt gezien en tot uitputting zal leiden wanneer zij als belemmering (hindrance) wordt ervaren. Ook wordt verondersteld dat doeloriëntatie het
verband tussen werkdruk en appraisal modereert. Deze veronderstellingen zijn
getoetst in een cross-sectioneel onderzoek met 233 werkenden. De resultaten laten
zien dat werkdruk een relatie heeft met zowel challenge appraisal als hindrance
appraisal. Challenge appraisal hangt positief samen met bevlogenheid en negatief
met uitputting; hindrance appraisal hangt negatief samen met bevlogenheid en positief
met uitputting. Daarnaast blijkt dat leerdoeloriëntatie naast het veronderstelde
interactie-effect ook een directe relatie met challenge appraisal heeft, terwijl prestatievermijd-doeloriëntatie wel een directe relatie maar niet het voorspelde interactieeffect met hindrance appraisal laat zien. Dit onderzoek draagt bij aan het inzicht in de rol van beoordelingsprocessen in de relatie tussen werkdruk en welzijn. De resultaten hebben implicaties voor toekomstig onderzoek en voor de praktijk.
... Het idee van jobcrafting is dat medewerkers hun eigen functie met kleine aanpassingen meer laten aansluiten bij hun persoonlijke kwaliteiten (Wrzesniewski & Dutton, 2001). Een belangrijk uitgangspunt van jobcrafting is dat medewerkers zelf pro-actief zijn in het (deels) vormgeven van hun functie (Van Dam, Nikolova & Van Ruysseveldt, 2013). ...
Organizations increasingly invest in talent management programs to fully
utilize the potential of their employees. The present study attempts
to increase the understanding of important determinants and outcomes
of the actual use of talent in practice from an employee’s perspective.
These insights can help organizations to develop more effective talent
management programs. In a survey among 480 employees from various
organizations we examined the impact of talent recognition, the proactive
attitude of employees to employ these talents in daily activities and of
supervisor support on a set of work outcomes. The research shows that
employees who are aware of their own talent perform better and tackle
their work more intelligently. Subsequently, employees who proactively
use their own talent, pick up tasks outside their formal job profile and
do their work in a smarter way. Managers have an important compensatory
role in this process. Employees who are less able to proactively
use their talents benefit from good support from their supervisor. However,
with regard to work engagement supervisors have a reinforcing
role: employees experience more work engagement when a proactive attitude
goes hand in hand with high levels of management support. The
results show that in the design and implementation of talent management
programs, a joint role of both employee and manager is desirable.
... Employees' who craft their job, optimize the demands and resources in their work environment which helps them to achieve their work related goals (Tims, Bakker, Derks & Van Rhenen, 2013). Van Dam, Nikolova & Van Ruysseveldt (2013) showed that employees who actively pursued job crafting reported more confidence and involvement with the organization and performed better than employees who made few changes in their work. Further, selfratings of job crafting correlate positively with colleague-ratings of job performance (Bakker, Tims & Derks, 2012). ...
The main aim of this dissertation was to examine whether positive organizational interventions based on JD-R theory can enhance employees’ work engagement and performance. This thesis presented five empirical intervention studies from different perspectives; (a) a personal resources intervention aimed at increasing personal resources, based on a top-down approach; (b) job crafting interventions aimed at optimizing job demands and resources, designed with a bottom-up approach; and (c) JD-R interventions aimed at optimizing both personal resources and job demands and resources, combining both a top-down and bottom-up approach.
These studies were conducted to test whether JD-R theory can successfully be turned into practice. In the overall, these five intervention studies shed light on the effectiveness of positive organizational interventions. The results presented in this dissertation strengthen JD-R theory by revealing that interventions based on the principles of JD-R theory can increase employees’ work engagement and performance. In addition, this dissertation offers insight into the underling process revealing how job crafting contributes to work engagement. Employees become engaged through job crafting because by crafting their job, employees can satisfy their need for competence, autonomy and relatedness. Thus, employees who proactively craft their job by adapting their job demands and resources engage in self-determination and consequently satisfy their basic needs. By satisfying their basic needs, employees become engaged at work, which subsequently
leads to improved performance. Our findings also contribute to Self-Determination Theory (Deci & Ryan, 2001) by showing that basic need satisfaction can be enhanced when employees themselves adapt their own work environment instead of their managers. Thus, proactively adapting job demands and resources may lead to real self-determination. In sum, the thesis showed that JD-R theory can be successfully turned
in to practice using JD-R interventions with both a bottom-up and top-down approach.
... Ingestoken vanuit deze tweedeling zullen werknemers hun baan 'craften' met de bedoeling hetgeen het werk van hen vraagt/eist of hetgeen het werk hen biedt, zodanig aan te passen dat het goed aansluit bij hun vermogens en verlangens. Deze invulling van job crafting zien we ook terug in recente opvattin- gen over job crafting (zie Tims & Bakker, 2010;Van Dam, Nikolova & Van Ruysseveldt, 2013, in dit nummer). ...
This special issue pays attention to a relatively new research topic in work and organizational psychology: job crafting. Job crafting refers to the modifications employees apply to their jobs in order to better fit this job to their needs and abilities. In this introductory article, we first explain the most important characteristics of job crafting. Next, we take a historical view of the concept of job crafting, describing how this concept and its measurement has developed over time. Then, we provide an introduction to the articles in this special issue. Finally, we outline several questions and topics for future research.
... Employees' who craft their job optimize the demands and resources in their work environment, which helps them to achieve their workrelated goals (Tims, Bakker, Derks, & Van Rhenen, 2013). Van Dam, Nikolova, and Van Ruysseveldt (2013) showed that employees who actively pursued job crafting reported more confidence and involvement with the organization and performed better than employees who made few changes in their work. Further, self-ratings of job crafting correlate positively with colleague ratings of job performance . ...
This study examined the impact of organizational interventions on work engagement and performance. Based on the job demands-resources model, we hypothesized that a personal resources intervention and a job crafting intervention would have a positive impact on work engagement and performance. We used a quasi-experimental design with a control group. Primary school teachers participated in the study at two time points with six weeks between the measurements ( N = 102). The results showed that the personal resources intervention had a positive causal effect on work engagement. Additionally, the joint personal resources and job crafting intervention had a positive impact on self-ratings of job performance. We discuss the implications of these findings for theory and practice.
... Second, the goals of the participants in the approach goals condition can best be described as performance-approach goals. Although Van Dam, Nikolova, and Van Ruysseveldt (2013) showed that (situational) performance and learning goals can stimulate job crafting on a general level, especially (dispositional) learning goals have been positively related to learning outcomes (Payne, Youngcourt, & Beaubien, 2007) or feedback-seeking behaviour (Janssen & Prins, 2007). These findings imply a strong link of learning or mastery goals with the tendency to build structural or social resources at work (e.g., professional development, asking for feedback on job performance). ...
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 S tudy 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 S tudy 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 points
Our 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.
Job crafting is an employee-initiated form of proactive job redesign, that has, in recent years, attracted substantial evidence for its associations with work engagement and employee well-being. Yet, despite this research, the advantages of integrating job crafting within a coaching partnership have not been examined. We address this gap in the present chapter, which is structured as follows. First, we explore the evolution of job crafting theory, benefits of job crafting, and examine how coaching could be complementary to job crafting efforts. In particular, we argue that coaching can help improve the duration and structure of job crafting interventions, with coaches providing psychological support and guidance throughout the job crafting process. Second, we explore how job crafting could be integrated with coaching, by providing practical tools and examples. Finally, we end by providing a case study that explores how job crafting could be successfully applied within a coaching partnership.
Job crafting is a form of proactive work behavior that involves employees actively changing the (perceived) characteristics of their jobs, including behaviors aimed at increasing challenging and decreasing hindering job demands, as well as those directed at increasing structural and social job resources (Tims & Bakker, 2010). Research on job crafting has rapidly increased over the past decade, but findings have thus far not been quantitatively synthesized. We first integrate job crafting as conceptualized by Tims and Bakker (2010) with a more general theoretical model of proactive work behavior. Then, we present a meta-analysis (K = 122 independent samples representing N = 35,670 workers) of relationships between job crafting behaviors and their various antecedents and work outcomes derived from our model. We consider both overall and dimension-level job crafting relationships. Notably, overall job crafting was found to be strongly associated with proactive personality (rc = .543), promotion regulatory focus (rc = .509), and work engagement (rc = .450). Differential results emerged when considering specific job crafting dimensions. For example, increasing challenging job demands was associated with other-rated work performance (rc = .422), whereas decreasing hindering job demands was related to turnover intentions (rc = .235). Beyond these zero-order relationships, a meta-analytic confirmatory factor analysis provide support for the operationalization of overall job crafting based upon the proposed dimensions, with the exception of decreasing hindering demands. Additionally, results of meta-analytic relative weights analyses speak to the unique relationships of all four job crafting dimensions with different work outcomes.
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