The Impact of Personal Resources and Job Crafting Interventions on Work Engagement and 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.
|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|
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