Finnish Institute of Occupational Health, Workability and Work Careers, Arinatie 3, FI-00370 Helsinki, Finland.
EMLYON Business School, 23 Avenue Guy de Collongue, 69134 Ecully, France.
Int J Environ Res Public Health. 2020 Dec 5;17(23):9084. doi: 10.3390/ijerph17239084.
Job crafting describes proactive employee behaviors to improve the design of their work and working conditions, and to adapt their job to better suit their abilities and needs. During organizational changes, employees may use job crafting to adjust to the changes in their work and protect their well-being and motivation, i.e., work engagement. However, research shows that although the effects of job crafting strategies that expand the design of work (approach job crafting) have been positive on work engagement, the effects of job crafting strategies that diminish the scope of work (avoidance job crafting) have often been negative. This study investigated the effects of the interactions between different job crafting strategies on work engagement, an aspect that has not thus far been studied. Specifically, we hypothesized that avoidance job crafting is not harmful for work engagement when it is conducted in combination with approach job crafting, particularly during times of organizational change. A two-wave, 18-month follow-up study was conducted among public sector workers who either experienced ( = 479) or did not experience ( = 412) changes in their work. Latent moderated structural equation modeling revealed that avoidance job crafting did not reduce work engagement when combined with approach job crafting behaviors. Moreover, job crafting best benefited work engagement when it was combined with these opposing strategies. However, job crafting was beneficial for work engagement only among employees who were affected by organizational changes, that is, among employees whose job design had changed. Practically, organizations implementing changes could encourage proactive job redesign approaches among their employees-particularly both approach and avoidance types of job crafting strategies.
工作重塑描述了员工积极主动的行为，以改善工作设计和工作条件，并使工作更符合他们的能力和需求。在组织变革期间，员工可能会使用工作重塑来适应工作中的变化，保护自己的幸福感和工作动力，即工作投入。然而，研究表明，尽管扩展工作设计的工作重塑策略（即接近工作重塑）对工作投入有积极影响，但减少工作范围的工作重塑策略（即避免工作重塑）的影响往往是负面的。本研究调查了不同工作重塑策略之间相互作用对工作投入的影响，这是一个迄今为止尚未研究过的方面。具体来说，我们假设当避免工作重塑与接近工作重塑相结合时，特别是在组织变革期间，避免工作重塑对工作投入不会造成伤害。在经历（n=479）或未经历（n=412）工作变化的公共部门员工中进行了为期 18 个月的两波随访研究。潜在的调节结构方程模型显示，当与接近工作重塑行为结合使用时，避免工作重塑不会降低工作投入。此外，当与这些相反的策略结合使用时，工作重塑最有利于工作投入。然而，工作重塑仅对受到组织变革影响的员工（即工作设计发生变化的员工）有利。从实践的角度来看，实施变革的组织可以鼓励员工采取积极主动的工作重新设计方法——特别是接近和避免工作重塑策略。
