Does job crafting assist dealing with organizational changes due to austerity measures? Two studies among Greek employees
In this paper, we focussed on Greek employees that are heavily affected by austerity-led organizational changes, and studied whether job crafting (defined as seeking resources, seeking challenges, reducing demands) helps them deal with these changes. In the first, cross-sectional study we examined whether job crafting relates to adaptive performance, and whether individuals’ assessment of changes moderates this relationship. The results showed that the relationship between reducing demands and adaptive performance was positive for those assessing the changes more positively, and negative for those assessing them more negatively. This interaction was replicated in the second, quasi-experimental field study, where we examined the effects of an intervention designed to help employees deal with organizational changes and increase their well-being, adaptive performance and openness to such changes by stimulating job crafting behaviours. Participants received training and worked for 3 weeks on self-set job crafting goals. The intervention was effective in increasing reducing demands, positive affect and openness to change. Moreover, it had a positive effect on openness to change and adaptive performance through positive effect, but a negative effect on adaptive performance through reducing demands. Thus, the intervention facilitated to some extent employee functioning under unfavourable working conditions that result from austerity measures.
|Keywords||Adaptive performance, austerity, intervention, job crafting, organizational change|
|Persistent URL||dx.doi.org/10.1080/1359432X.2017.1325875, hdl.handle.net/1765/100129|
|Journal||European Journal of Work and Organizational Psychology|
Demerouti, E, Xanthopoulou, D. (Despoina), Petrou, P, & Karagkounis, C. (Chrysovalantis). (2017). Does job crafting assist dealing with organizational changes due to austerity measures? Two studies among Greek employees. European Journal of Work and Organizational Psychology, 26(4), 574–589. doi:10.1080/1359432X.2017.1325875