Top

Published in:

2020 | OriginalPaper | Chapter

Changing the Situation or Changing Oneself? A Model of Task and Cognitive Job Crafting

Author : Severin Hornung

Published in: Eurasian Business Perspectives

Publisher: Springer International Publishing

Activate our intelligent search to find suitable subject content or patents.

search-config

AI-assisted search

Off

Abstract

Proactive workplace behavior is currently a topic of significant interest. Particular influential, the construct of job crafting describes self-initiated and autonomously enacted physical and cognitive changes in work boundaries. In this study, the analysis of covariance structures in employee survey data (N = 1196) is used to model individual, interpersonal, and organizational antecedents and psychological outcomes of situation-directed (task) and self-directed (cognitive) job crafting. Confirmed as shared antecedents were individual growth need strength and intellectually stimulating transformational leader behavior. Situational constraints appeared to trigger active coping, manifesting in self-enacted task adjustments, but did not lead to increased cognitive reframing or sensemaking attempts. Different motivational implications of the two types of crafting under study were captured with the multidimensional construct of psychological empowerment. Task crafting related primarily to the control-oriented empowerment dimensions of self-determination and impact. In contrast, cognitive crafting was associated predominantly with person-oriented aspects of meaning and competence. New contributions to the literature include the framing of job crafting as self-empowerment and the differentiation between situation-directed and self-directed modes. Limitations arise from cross-sectional self-report data, ad hoc scale development, and exclusion of relational crafting. Implications for work motivation and well-being are discussed.

Dont have a licence yet? Then find out more about our products and how to get one now:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

inform now

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

inform now

next chapter Prospects of Cooperation in the Agribusiness in Russia

Ashford, S. J., & Black, J. S. (1996). Proactivity during organizational entry: The role of desire for control. The Journal of Applied Psychology, 81(2), 199–214.CrossRef

Aspinwall, L. G., & Taylor, S. E. (1997). A stitch in time: Self-regulation and proactive coping. Psychological Bulletin, 121(3), 417–436.CrossRef

Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328.CrossRef

Bakker, A. B., Demerouti, E., & Wang, H. (2016). A review of job crafting research: The role of leader behaviors in cultivating successful job crafters. In S. K. Parker & U. K. Bindl (Eds.), Proactivity at work: Making things happen in organizations (pp. 77–104). New York: Taylor & Francis.

Bakker, A. B., Tims, M., & Derks, D. (2012). Proactive personality and job performance: The role of job crafting and work engagement. Human Relations; Studies Towards the Integration of the Social Sciences, 65(10), 1359–1378.

Bandura, A. (1997). Self-efficacy: The exercise of control. New York: Freeman.

Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9–32.CrossRef

Berg, J. M., Wrzesniewski, A., & Dutton, J. E. (2010). Perceiving and responding to challenges in job crafting at different ranks: When proactivity requires adaptivity. Journal of Organizational Behavior, 31(2–3), 158–186.CrossRef

Bindl, U. K., & Parker, S. K. (2011). Proactive work behavior: Forward thinking and change oriented action in organizations. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology (Vol. 2, pp. 567–598). Washington, DC: APA.

Bipp, T., & Demerouti, E. (2015). Which employees craft their jobs and how? Basic dimensions of personality and employees’ job crafting behavior. Journal of Occupational and Organizational Psychology, 88(4), 631–655.CrossRef

Black, S. J., & Ashford, S. J. (1995). Fitting in or making jobs fit: Factors affecting mode of adjustment for new hires. Human Relations; Studies Towards the Integration of the Social Sciences, 48(4), 421–437.

Brown, T. A. (2006). Confirmatory factor analysis for applied research. New York: Guilford Press.

Byrne, B. M. (2001). Structural equation modeling with Amos: Basic concepts, applications, and programming. Mahwah, NJ: Erlbaum.

Cable, D. M., & DeRue, D. S. (2002). The convergent and discriminant validity of subjective fit perceptions. The Journal of Applied Psychology, 87(5), 875–884.CrossRef

Cable, D. M., & Edwards, J. R. (2004). Complementary and supplementary fit: A theoretical and empirical integration. The Journal of Applied Psychology, 89(5), 822–834.CrossRef

Caplan, R. D. (1987). Person-environment fit theory and organizations: Commensurate dimensions, time perspectives, and mechanisms. Journal of Vocational Behavior, 31, 248–267.CrossRef

Chang, C. H., Ferris, D. L., Johnson, R. E., Rosen, C. C., & Tan, J. A. (2012). Core self-evaluations: A review and evaluation of the literature. Journal of Management, 38(1), 81–128.CrossRef

Chen, P. Y., & Spector, P. E. (1992). Relationships of work stressors with aggression, withdrawal, theft and substance use: An exploratory study. Journal of Occupational and Organizational Psychology, 65(3), 117–184.CrossRef

Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. The Academy of Management Review, 13(3), 471–482.CrossRef

Conway, J. M., & Lance, C. E. (2010). What reviewers should expect from authors regarding common method bias in organizational research. Journal of Business and Psychology, 25(3), 325–334.CrossRef

Cotton, J. L., Vollrath, D. A., Froggatt, K. L., Lengnick-Hall, M. L., & Jennings, K. R. (1988). Employee participation: Diverse forms and different outcomes. The Academy of Management Review, 13(1), 8–22.CrossRef

Crant, J. M. (2000). Proactive behavior in organizations. Journal of Management, 26(3), 435–462.CrossRef

Crawford, E. R., LePine, J. A., & Rich, B. L. (2010). Linking job demands and re-sources to employee engagement and burnout: A theoretical extension and meta-analytic test. The Journal of Applied Psychology, 95(5), 834–848.CrossRef

Currie, G., & Lockett, A. (2007). A critique of transformational leadership: Moral, professional and contingent dimensions of leadership within public services organizations. Human Relations; Studies Towards the Integration of the Social Sciences, 60(2), 341–370.

Delbridge, R., & Whitfield, K. (2001). Employee perceptions of job influence and organizational participation employee perceptions. Industrial Relations: A Journal of Economy and Society, 40(3), 472–489.

Demerouti, E., Bakker, A. B., & Gevers, J. M. (2015). Job crafting and extra-role behavior: The role of work engagement and flourishing. Journal of Vocational Behavior, 91, 87–96.CrossRef

Dweck, C. S. (1986). Motivational processes affecting learning. The American Psychologist, 41(10), 1040–1048.CrossRef

Folkman, S., & Moskowitz, J. T. (2004). Coping: Pitfalls and promise. Annual Review of Psychology, 55, 745–774.CrossRef

Fox, S., & Spector, P. E. (1999). A model of work frustration–aggression. Journal of Organizational Behavior, 20(6), 915–931.CrossRef

Freeney, Y., & Fellenz, M. R. (2013). Work engagement, job design and the role of the social context at work: Exploring antecedents from a relational perspective. Human Relations; Studies Towards the Integration of the Social Sciences, 66(11), 1427–1445.

Frese, M. (1982). Occupational socialization and psychological development: An underemphasized research perspective in industrial psychology. Journal of Occupational and Organizational Psychology, 55(3), 209–224.CrossRef

Frese, M., Fay, D., Hilburger, T., Leng, K., & Tag, A. (1997). The concept of personal initiative: Operationalization, reliability and validity in two German samples. Journal of Occupational and Organizational Psychology, 70(2), 139–161.CrossRef

Frese, M., Garst, H., & Fay, D. (2007). Making things happen: Reciprocal relation-ships between work characteristics and personal initiative in a four-wave longitudinal structural equation model. The Journal of Applied Psychology, 92(4), 1084–1102.CrossRef

Frese, M., Kring, W., Soose, A., & Zempel, J. (1996). Personal initiative at work: Differences between east and West Germany. The Academy of Management Journal, 39(1), 37–63.

Fried, Y., Grant, A. M., Levi, A. S., Hadani, M., & Haynes Slowik, L. (2007). Job design in temporal context: A career dynamics perspective. Journal of Organizational Behavior, 28(7), 911–927.CrossRef

Glaser, J., Seubert, C., Hornung, S., & Herbig, B. (2015). Learning demands, work-related resources, and job stressors and their relationships to creative performance and health. Journal of Personnel Psychology, 14(1), 37–48.CrossRef

Gloria, C. T., & Steinhardt, M. A. (2016). Relationships among positive emotions, coping, resilience and mental health. Stress and Health, 32(2), 145–156.CrossRef

Gordon, H. J., Demerouti, E., Le Blanc, P. M., Bakker, A. B., Bipp, T., & Verhagen, M. A. (2018). Individual job redesign: Job crafting interventions in healthcare. Journal of Vocational Behavior, 104, 98–114.CrossRef

Grant, A. M. (2007). Relational job design and the motivation to make a prosocial difference. The Academy of Management Review, 32(2), 393–417.CrossRef

Grant, A. M., & Ashford, S. J. (2008). The dynamics of proactivity at work. Research in Organizational Behavior, 28, 3–34.CrossRef

Grant, A. M., & Parker, S. K. (2009). Redesigning work design theories: The rise of relational and proactive perspectives. The Academy of Management Annals, 3(1), 317–375.CrossRef

Hackman, J. R., & Oldham, G. R. (1975). Development of the job diagnostic survey. The Journal of Applied Psychology, 60(2), 159–170.CrossRef

Harju, L. K., Hakanen, J. J., & Schaufeli, W. B. (2016). Can job crafting reduce job boredom and increase work engagement? A three-year cross-lagged panel study. Journal of Vocational Behavior, 95, 11–20.CrossRef

Hofstede, G. H., & Bond, M. H. (1988). The Confucius connection: From cultural roots to economic growth. Organizational Dynamics, 16(4), 4–21.CrossRef

Hornung, S. (2018). Idiosyncratic deals at work: A conceptual and empirical review. In M. Bilgin, H. Danis, E. Demir, & U. Can (Eds.), Eurasian business perspectives. Proceedings of the 20th Eurasia business and economics society conference (Vol. 1, pp. 201–209). Cham: Springer.

Hornung, S., Lampert, B., & Glaser, J. (2016). Dealing with organizational double binds: Three-way interactive effects of role stressors and coping on worker exhaustion. Psychological Reports, 118(2), 487–509.CrossRef

Hornung, S., & Rousseau, D. M. (2007). Active on the job—proactive in change: How autonomy at work contributes to employee support for organizational change. The Journal of Applied Behavioral Science, 43(4), 401–426.CrossRef

Hornung, S., Rousseau, D. M., Glaser, J., Angerer, P., & Weigl, M. (2010). Beyond top-down and bottom-up work redesign: Customizing job content through idiosyncratic deals. Journal of Organizational Behavior, 31(2–3), 187–215.CrossRef

Huang, X., & Iun, J. (2006). The impact the similarity of subordinate-supervisor similarity in growth-strength on work outcomes: The mediating role of perceived similarity. Journal of Organizational Behavior, 27(8), 1121–1148.CrossRef

Huang, X., Iun, J., Liu, A. L., & Gong, Y. P. (2010). Does participative leadership behavior enhance work performance by inducing empowerment or trust? The differential effects on subordinate managers and subordinate employees. Journal of Organizational Behavior, 31(1), 122–143.CrossRef

Ilgen, D., & Hollenbeck, J. (1991). The structure of work: Job design and roles. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of industrial and organizational psychology (Vol. 2, pp. 165–208). Palo Alto: Consulting Psychologists Press.

Jackson, P. R., Wall, T. D., Martin, R., & Davids, K. (1993). New measures of job control, cognitive demand, and production responsibility. The Journal of Applied Psychology, 78(5), 753–762.CrossRef

Jones, G. R. (1986). Socialization tactics, self, and newcomers’ adjustments to organizations. The Academy of Management Journal, 29(2), 262–279.

Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. The Journal of Applied Psychology, 89(5), 755–768.CrossRef

Kanungo, R. N. (1992). Alienation and empowerment: Some ethical imperatives in business. Journal of Business Ethics, 11(5–6), 413–422.CrossRef

Langfred, C. W., & Moye, N. A. (2004). Effects of task autonomy on performance: An extended model considering motivational, informational, and structural mechanisms. The Journal of Applied Psychology, 89(6), 934–945.CrossRef

Lazarus, R. S., & Folkman, S. (1984). Stress, appraisal, and coping. New York: Springer.

Leana, C., Appelbaum, E., & Shevchuk, I. (2009). Work process and quality of care in early childhood education: The role of job crafting. The Academy of Management Journal, 52(6), 1169–1192.CrossRef

LePine, J. A., Podsakoff, N. P., & LePine, M. A. (2005). A meta-analytic test of the challenge stressor-hindrance stressor framework: An explanation for inconsistent relationships among stressors and performance. The Academy of Management Journal, 48(5), 764–775.CrossRef

Lyons, P. (2008). The crafting of jobs and individual differences. Journal of Business and Psychology, 23(1–2), 25–36.CrossRef

Marcus, B., & Schuler, H. (2004). Antecedents of counterproductive behavior at work: A general perspective. The Journal of Applied Psychology, 89(4), 647–660.CrossRef

Martinko, M. J., & Gardner, W. L. (1982). Learned helplessness: An alternative explanation for performance deficits. The Academy of Management Review, 7(2), 195–204.CrossRef

Morrison, E. W., & Phelps, C. C. (1999). Taking charge at work: Extrarole efforts to initiate workplace change. The Academy of Management Journal, 42(4), 403–419.

Nielsen, K., & Abildgaard, J. S. (2012). The development and validation of a job crafting measure for use with blue-collar workers. Work and Stress, 26(4), 365–384.CrossRef

O’Connor, E. J., Peters, L. H., Rudolf, C. J., & Pooyan, A. (1982). Situational constraints and employee affective reactions: A partial field replication. Group and Organizational Studies, 7(4), 418–428.CrossRef

Oesterreich, R., & Volpert, W. (1986). Task analysis for work design on the basis of action regulation theory. Economic and Industrial Democracy, 7(4), 503–527.CrossRef

Parker, S. K., & Collins, C. G. (2010). Taking stock: Integrating and differentiating multiple forms of proactive behavior. Journal of Management, 36(3), 633–662.CrossRef

Peters, L. H., & O’Connor, E. J. (1980). Situational constraints and work outcomes: The influences of a frequently overlooked construct. The Academy of Management Review, 5(3), 391–397.CrossRef

Petrou, P., Demerouti, E., Peeters, M. C., Schaufeli, W. B., & Hetland, J. (2012). Crafting a job on a daily basis: Contextual correlates and the link to work engagement. Journal of Organizational Behavior, 33(8), 1120–1141.CrossRef

Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method bias in behavioral research: A critical review of the literature and recommended remedies. The Journal of Applied Psychology, 88(5), 879–903.CrossRef

Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. The Leadership Quarterly, 1(2), 107–142.CrossRef

Rafferty, A. E., & Griffin, M. A. (2004). Dimensions of transformational leadership: Conceptual and empirical extensions. The Leadership Quarterly, 15(3), 329–354.CrossRef

Robertson, C. J., & Hoffman, J. J. (2000). How different are we? An investigation of Confucian values in the United States. Journal of Managerial Issues, 12, 34–47.

Rofcanin, Y., Berber, A., Koch, S., & Sevinc, L. (2016). Job crafting and i-deals: A study testing the nomological network of proactive behaviors. International Journal of Human Resource Management, 27(22), 2695–2726.CrossRef

Rothbaum, F., Weisz, J. R., & Snyder, S. S. (1982). Changing the world and changing the self: A two-process model of perceived control. Journal of Personality and Social Psychology, 42(1), 5–37.CrossRef

Rudolph, C. W., Katz, I. M., Lavigne, K. N., & Zacher, H. (2017). Job crafting: A meta-analysis of relationships with individual differences, job characteristics, and work outcomes. Journal of Vocational Behavior, 102, 112–138.CrossRef

Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. The American Psychologist, 55(1), 68–78.CrossRef

Sarros, J. C., Tanewski, G. A., Winter, R. P., Santora, J. C., & Densten, I. L. (2002). Work alienation and organizational leadership. British Journal of Management, 13(4), 285–304.CrossRef

Sauter, S. L., Hurrel, J. J., & Cooper, C. L. (Eds.). (1989). Job control and worker health. Chichester: Wiley.

Schneider, A., Hornung, S., Weigl, M., Glaser, J., & Angerer, P. (2017). Does it matter in the long run? Longitudinal effects and interactions in the differentiated job demands–resources model. European Journal of Work and Organizational Psychology, 26(5), 741–754.CrossRef

Shalley, C. E., Gilson, L. L., & Blum, T. C. (2009). Interactive effects of growth need strength, work context, and job complexity on self-reported creative performance. The Academy of Management Journal, 52(3), 489–505.CrossRef

Skinner, E. A., Edge, K., Altman, J., & Sherwood, H. (2003). Searching for the structure of coping: A review and critique of category systems for classifying ways of coping. Psychological Bulletin, 129(2), 216–269.CrossRef

Slemp, G. R., & Vella-Brodrick, D. A. (2013). The job crafting questionnaire: A new scale to measure the extent to which employees engage in job crafting. International Journal of Wellbeing, 3(2), 126–146.

Spector, P. E. (1985). Higher-order need strength as a moderator of the job scope-employee outcome relationship: A meta-analysis. Journal of Occupational Psychology, 58(2), 119–127.CrossRef

Spector, P. E. (1986). Perceived control by employees: A meta-analysis of studies concerning autonomy and participation at work. Human Relations; Studies Towards the Integration of the Social Sciences, 39(11), 1005–1016.

Spector, P. E. (2006). Method variance in organizational research: Truth or urban legend? Organizational Research Methods, 9(2), 221–232.CrossRef

Spector, P. E., & Jex, S. M. (1998). Development of four self-report measures of job stressors and strain: Interpersonal conflict at work scale, organizational constraints scale, quantitative workload inventory, and physical symptoms inventory. Journal of Occupational Health Psychology, 3(4), 356–367.CrossRef

Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. The Academy of Management Journal, 8(5), 1442–1465.

Spreitzer, G. M., Kizilos, M. A., & Nason, S. W. (1997). A dimensional analysis of the relationship between psychological empowerment and effectiveness satisfaction, and strain. Journal of Management, 23(5), 679–704.

Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation. The Academy of Management Review, 15(4), 666–681.

Tiegs, R. B., Tetrick, L. E., & Fried, Y. (1992). Growth need strength and context satisfactions as moderators of the relations of the job characteristics model. Journal of Management, 18(3), 575–593.CrossRef

Tims, M., & Bakker, A. B. (2010). Job crafting: Towards a new model of individual job redesign. SA Journal of Industrial Psychology, 36(2), 1–9.CrossRef

Tims, M., Bakker, A. B., & Derks, D. (2012). Development and validation of the job rafting scale. Journal of Vocational Behavior, 80(1), 173–186.CrossRef

Tims, M., Derks, D., & Bakker, A. B. (2016). Job crafting and its relationships with person–job fit and meaningfulness: A three-wave study. Journal of Vocational Behavior, 92, 44–53.CrossRef

Van Knippenberg, D., & Sitkin, S. B. (2013). A critical assessment of charismatic—transformational leadership research: Back to the drawing board? The Academy of Management Annals, 7(1), 1–60.CrossRef

Van Wingerden, J., Bakker, A. B., & Derks, D. (2017). Fostering employee well-being via a job crafting intervention. Journal of Vocational Behavior, 100, 164–174.CrossRef

Wang, H. J., Demerouti, E., & Le Blanc, P. (2017). Transformational leadership, adaptability, and job crafting: The moderating role of organizational identification. Journal of Vocational Behavior, 100, 185–195.CrossRef

Weber, W. G., & Jeppesen, H. J. (2017). Collective human agency in the context of organizational participation. Zeitschrift für Arbeits- und Organisationspsychologie, 61(2), 51–68.CrossRef

Weber, W. G., Unterrainer, C., & Schmid, B. E. (2009). The influence of organizational democracy on employees’ socio-moral climate and prosocial behavioral orientations. Journal of Organizational Behavior, 30(8), 1127–1149.CrossRef

Weigl, M., Hornung, S., Parker, S. K., Petru, R., Glaser, J., & Angerer, P. (2010). Work engagement and accumulation of task, social, and personal resources: A three-wave structural equation model. Journal of Vocational Behavior, 77, 140–153.CrossRef

Wilkens, U., & Nermerich, D. (2011). “Love it, change it, or leave it”—understanding highly-skilled flexible workers’ job satisfaction from a psychological contract perspective. Management Revue, 22(1), 65–83.CrossRef

Wrzesniewski, A., Berg, J. M., & Dutton, J. E. (2010). Managing yourself: Turn the job you have into the job you want. Harvard Business Review, 88(6), 114–117.

Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a job: Revisioning employees as active crafters of their work. The Academy of Management Review, 26(2), 179–201.CrossRef

Wrzesniewski, A., McCauley, C., Rozin, P., & Schwartz, B. (1997). Jobs, careers, and callings: People’s relations to their work. Journal of Research in Personality, 31(1), 21–33.CrossRef

Yukl, G., & Mahsud, R. (2010). Why flexible and adaptive leadership is essential. Consulting Psychology Journal, 62(2), 81–92.CrossRef

Title: Changing the Situation or Changing Oneself? A Model of Task and Cognitive Job Crafting
Author: Severin Hornung
Publisher: Springer International Publishing
Book: Eurasian Business Perspectives
Print ISBN: 978-3-030-35050-5

Electronic ISBN: 978-3-030-35051-2

Copyright Year: 2020
DOI: https://doi.org/10.1007/978-3-030-35051-2_1