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.

Additional Metadata
Keywords Employee engagement, JD-R model, Job crafting, Job performance, Organizational interventions, Personal resources, Work engagement
Persistent URL dx.doi.org/10.1002/hrm.21758, hdl.handle.net/1765/82676
Journal Human Resource Management
Citation
Van Wingerden, J, Derks-Theunissen, D.A.J.A, & Bakker, A.B. (2017). The Impact of Personal Resources and Job Crafting Interventions on Work Engagement and Performance. Human Resource Management, 56(1), 51–67. doi:10.1002/hrm.21758