Abstract

The present study addressed employee job crafting behaviors (i.e., seeking resources, seeking challenges, and reducing demands) in the context of organizational change. We examined predictors of job crafting both at the organizational level (i.e., perceived impact of the implemented changes on the working life of employees) and the individual level (i.e., employee willingness to follow the changes). Job crafting behaviors were expected to predict task performance and exhaustion. Two-wave longitudinal data from 580 police officers undergoing organizational changes were analyzed with structural equation modeling. Findings showed that the degree to which changes influence employees' daily work was linked to reducing demands and exhaustion, whereas employee willingness to change was linked to seeking resources and seeking challenges. Furthermore, while seeking resources and seeking challenges were associated with high task performance and low exhaustion respectively, reducing demands seemed to predict exhaustion positively. Our findings suggest that job crafting can act as a strategy of employees to respond to organizational change. While seeking resources and seeking challenges enhance employee adjustment and should be encouraged by managers, reducing demands seems to have unfavorable implications for employees. (PsycINFO Database Record

Additional Metadata
Keywords Exhaustion, Job crafting, Organizational change, Task performance
Persistent URL dx.doi.org/10.1037/a0039003, hdl.handle.net/1765/77900
Journal Journal of Occupational Health Psychology
Note Petrou, P., Demerouti, E., & Schaufeli, W. B. (2015, March 23). Job Crafting in Changing Organizations: Antecedents and Implications for Exhaustion and Performance. Journal of Occupational Health Psychology. Advance online publication. http://dx.doi.org/10.1037/a0039003
Citation
Petrou, P, Demerouti, E, & Schaufeli, W.B. (2015). Job Crafting in Changing Organizations: Antecedents and Implications for Exhaustion and Performance. Journal of Occupational Health Psychology. doi:10.1037/a0039003