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dc.contributor.authorDoden, Wiebke
dc.contributor.authorBindl, Uta
dc.contributor.authorUnger, Dana
dc.date.accessioned2024-08-23T11:41:26Z
dc.date.available2024-08-23T11:41:26Z
dc.date.issued2024-07-30
dc.description.abstractDespite an extensive body of research on job crafting, our understanding of how bottom-up job crafting behaviors interact with top-down job design in influencing employee effectiveness remains limited. Drawing on conservation of resources theory, we developed and tested a theoretical framework to examine the implications of daily promotion- versus prevention-oriented relational job crafting on employees' energy and subsequent task performance, in the context of relational job design (i.e., task interdependence). To test our theorizing, we conducted two experience-sampling studies over 10 workdays with full-time employees across various organizations (Study 1: N<sub>day-level</sub> = 845, N<sub>person-level</sub> = 126; Study 2: N<sub>day-level</sub> = 793, N<sub>person-level</sub> = 108). Multilevel path modeling indicated promotion-oriented relational job crafting was positively associated with subsequent task performance by increasing energy levels (Study 2), particularly when task interdependence was low (Study 1). In contrast, preventionoriented relational job crafting was energy depleting in low-task-interdependent contexts (Study 2) but increased employees' energy in high-task-interdependent contexts (Study 1). Our findings suggest different forms of day-to-day relational job crafting behaviors are relevant for employees' energy and performance, but their effectiveness may depend on the relational job-design context.en_US
dc.identifier.citationDoden, Bindl, Unger. Does it take two to tango? Combined effects of relational job crafting and job design on energy and performance. Journal of Organizational Behavior. 2024en_US
dc.identifier.cristinIDFRIDAID 2283792
dc.identifier.doi10.1002/job.2820
dc.identifier.issn0894-3796
dc.identifier.issn1099-1379
dc.identifier.urihttps://hdl.handle.net/10037/34384
dc.language.isoengen_US
dc.publisherWileyen_US
dc.relation.journalJournal of Organizational Behavior
dc.rights.accessRightsopenAccessen_US
dc.rights.holderCopyright 2024 The Author(s)en_US
dc.rights.urihttps://creativecommons.org/licenses/by/4.0en_US
dc.rightsAttribution 4.0 International (CC BY 4.0)en_US
dc.titleDoes it take two to tango? Combined effects of relational job crafting and job design on energy and performanceen_US
dc.type.versionpublishedVersionen_US
dc.typeJournal articleen_US
dc.typeTidsskriftartikkelen_US
dc.typePeer revieweden_US


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Attribution 4.0 International (CC BY 4.0)
Med mindre det står noe annet, er denne innførselens lisens beskrevet som Attribution 4.0 International (CC BY 4.0)