Job crafting and playful work design: Links with performance during busy and quiet days
This study uses proactive work behavior and job demands–resources (JD-R) theories to propose that employees can use two proactive behavioral strategies to improve the internal organizational environment, namely job crafting and playful work design (PWD). Whereas job crafting concerns the proactive a...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Bakker, Arnold B. [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2020transfer abstract |
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| Übergeordnetes Werk: |
Enthalten in: The Miniature Radio Frequency instrument’s (Mini-RF) global observations of Earth’s Moon - Cahill, Joshua T.S. ELSEVIER, 2014, Amsterdam [u.a.] |
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| Übergeordnetes Werk: |
volume:122 ; year:2020 ; pages:0 |
| Links: |
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| DOI / URN: |
10.1016/j.jvb.2020.103478 |
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ELV051649462 |
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| 520 | |a This study uses proactive work behavior and job demands–resources (JD-R) theories to propose that employees can use two proactive behavioral strategies to improve the internal organizational environment, namely job crafting and playful work design (PWD). Whereas job crafting concerns the proactive adjustment of the job, PWD refers to the active creation of conditions at work that foster play. We hypothesize that individuals perform better on the days they seek job resources and challenges, or design their work to be playful. In addition, we propose that seeking job resources and reducing job demands are most effective when work pressure is high, and that seeking challenges and PWD are most effective when work pressure is low. A total of 77 Norwegian naval cadets completed a diary questionnaire for 30 consecutive days (total N = 2310). Results of multilevel modeling showed that daily seeking job resources, seeking challenges, and playful work design were each positively related to colleague-ratings of job performance. Reducing job demands was negatively related to performance. Furthermore, as hypothesized, seeking challenges and PWD were most effective when the work pressure was low. These findings contribute to the proactive work motivation and JD-R literatures by showing which work strategies are positively related to job performance, and under which conditions. | ||
| 520 | |a This study uses proactive work behavior and job demands–resources (JD-R) theories to propose that employees can use two proactive behavioral strategies to improve the internal organizational environment, namely job crafting and playful work design (PWD). Whereas job crafting concerns the proactive adjustment of the job, PWD refers to the active creation of conditions at work that foster play. We hypothesize that individuals perform better on the days they seek job resources and challenges, or design their work to be playful. In addition, we propose that seeking job resources and reducing job demands are most effective when work pressure is high, and that seeking challenges and PWD are most effective when work pressure is low. A total of 77 Norwegian naval cadets completed a diary questionnaire for 30 consecutive days (total N = 2310). Results of multilevel modeling showed that daily seeking job resources, seeking challenges, and playful work design were each positively related to colleague-ratings of job performance. Reducing job demands was negatively related to performance. Furthermore, as hypothesized, seeking challenges and PWD were most effective when the work pressure was low. These findings contribute to the proactive work motivation and JD-R literatures by showing which work strategies are positively related to job performance, and under which conditions. | ||
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| 700 | 1 | |a De Vries, Juriena D. |4 oth | |
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10.1016/j.jvb.2020.103478 doi /cbs_pica/cbs_olc/import_discovery/elsevier/einzuspielen/GBV00000000001163.pica (DE-627)ELV051649462 (ELSEVIER)S0001-8791(20)30103-2 DE-627 ger DE-627 rakwb eng 520 VZ 530 VZ 570 VZ BIODIV DE-30 fid 44.94 bkl Bakker, Arnold B. verfasserin aut Job crafting and playful work design: Links with performance during busy and quiet days 2020transfer abstract nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier This study uses proactive work behavior and job demands–resources (JD-R) theories to propose that employees can use two proactive behavioral strategies to improve the internal organizational environment, namely job crafting and playful work design (PWD). Whereas job crafting concerns the proactive adjustment of the job, PWD refers to the active creation of conditions at work that foster play. We hypothesize that individuals perform better on the days they seek job resources and challenges, or design their work to be playful. In addition, we propose that seeking job resources and reducing job demands are most effective when work pressure is high, and that seeking challenges and PWD are most effective when work pressure is low. A total of 77 Norwegian naval cadets completed a diary questionnaire for 30 consecutive days (total N = 2310). Results of multilevel modeling showed that daily seeking job resources, seeking challenges, and playful work design were each positively related to colleague-ratings of job performance. Reducing job demands was negatively related to performance. Furthermore, as hypothesized, seeking challenges and PWD were most effective when the work pressure was low. These findings contribute to the proactive work motivation and JD-R literatures by showing which work strategies are positively related to job performance, and under which conditions. This study uses proactive work behavior and job demands–resources (JD-R) theories to propose that employees can use two proactive behavioral strategies to improve the internal organizational environment, namely job crafting and playful work design (PWD). Whereas job crafting concerns the proactive adjustment of the job, PWD refers to the active creation of conditions at work that foster play. We hypothesize that individuals perform better on the days they seek job resources and challenges, or design their work to be playful. In addition, we propose that seeking job resources and reducing job demands are most effective when work pressure is high, and that seeking challenges and PWD are most effective when work pressure is low. A total of 77 Norwegian naval cadets completed a diary questionnaire for 30 consecutive days (total N = 2310). Results of multilevel modeling showed that daily seeking job resources, seeking challenges, and playful work design were each positively related to colleague-ratings of job performance. Reducing job demands was negatively related to performance. Furthermore, as hypothesized, seeking challenges and PWD were most effective when the work pressure was low. These findings contribute to the proactive work motivation and JD-R literatures by showing which work strategies are positively related to job performance, and under which conditions. Hetland, Jørn oth Olsen, Olav Kjellevold oth Espevik, Roar oth De Vries, Juriena D. oth Enthalten in Elsevier Cahill, Joshua T.S. ELSEVIER The Miniature Radio Frequency instrument’s (Mini-RF) global observations of Earth’s Moon 2014 Amsterdam [u.a.] (DE-627)ELV01258651X volume:122 year:2020 pages:0 https://doi.org/10.1016/j.jvb.2020.103478 Volltext GBV_USEFLAG_U GBV_ELV SYSFLAG_U FID-BIODIV SSG-OLC-PHA GBV_ILN_120 GBV_ILN_2004 GBV_ILN_2486 44.94 Hals-Nasen-Ohrenheilkunde VZ AR 122 2020 0 |
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10.1016/j.jvb.2020.103478 doi /cbs_pica/cbs_olc/import_discovery/elsevier/einzuspielen/GBV00000000001163.pica (DE-627)ELV051649462 (ELSEVIER)S0001-8791(20)30103-2 DE-627 ger DE-627 rakwb eng 520 VZ 530 VZ 570 VZ BIODIV DE-30 fid 44.94 bkl Bakker, Arnold B. verfasserin aut Job crafting and playful work design: Links with performance during busy and quiet days 2020transfer abstract nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier This study uses proactive work behavior and job demands–resources (JD-R) theories to propose that employees can use two proactive behavioral strategies to improve the internal organizational environment, namely job crafting and playful work design (PWD). Whereas job crafting concerns the proactive adjustment of the job, PWD refers to the active creation of conditions at work that foster play. We hypothesize that individuals perform better on the days they seek job resources and challenges, or design their work to be playful. In addition, we propose that seeking job resources and reducing job demands are most effective when work pressure is high, and that seeking challenges and PWD are most effective when work pressure is low. A total of 77 Norwegian naval cadets completed a diary questionnaire for 30 consecutive days (total N = 2310). Results of multilevel modeling showed that daily seeking job resources, seeking challenges, and playful work design were each positively related to colleague-ratings of job performance. Reducing job demands was negatively related to performance. Furthermore, as hypothesized, seeking challenges and PWD were most effective when the work pressure was low. These findings contribute to the proactive work motivation and JD-R literatures by showing which work strategies are positively related to job performance, and under which conditions. This study uses proactive work behavior and job demands–resources (JD-R) theories to propose that employees can use two proactive behavioral strategies to improve the internal organizational environment, namely job crafting and playful work design (PWD). Whereas job crafting concerns the proactive adjustment of the job, PWD refers to the active creation of conditions at work that foster play. We hypothesize that individuals perform better on the days they seek job resources and challenges, or design their work to be playful. In addition, we propose that seeking job resources and reducing job demands are most effective when work pressure is high, and that seeking challenges and PWD are most effective when work pressure is low. A total of 77 Norwegian naval cadets completed a diary questionnaire for 30 consecutive days (total N = 2310). Results of multilevel modeling showed that daily seeking job resources, seeking challenges, and playful work design were each positively related to colleague-ratings of job performance. Reducing job demands was negatively related to performance. Furthermore, as hypothesized, seeking challenges and PWD were most effective when the work pressure was low. These findings contribute to the proactive work motivation and JD-R literatures by showing which work strategies are positively related to job performance, and under which conditions. Hetland, Jørn oth Olsen, Olav Kjellevold oth Espevik, Roar oth De Vries, Juriena D. oth Enthalten in Elsevier Cahill, Joshua T.S. ELSEVIER The Miniature Radio Frequency instrument’s (Mini-RF) global observations of Earth’s Moon 2014 Amsterdam [u.a.] (DE-627)ELV01258651X volume:122 year:2020 pages:0 https://doi.org/10.1016/j.jvb.2020.103478 Volltext GBV_USEFLAG_U GBV_ELV SYSFLAG_U FID-BIODIV SSG-OLC-PHA GBV_ILN_120 GBV_ILN_2004 GBV_ILN_2486 44.94 Hals-Nasen-Ohrenheilkunde VZ AR 122 2020 0 |
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10.1016/j.jvb.2020.103478 doi /cbs_pica/cbs_olc/import_discovery/elsevier/einzuspielen/GBV00000000001163.pica (DE-627)ELV051649462 (ELSEVIER)S0001-8791(20)30103-2 DE-627 ger DE-627 rakwb eng 520 VZ 530 VZ 570 VZ BIODIV DE-30 fid 44.94 bkl Bakker, Arnold B. verfasserin aut Job crafting and playful work design: Links with performance during busy and quiet days 2020transfer abstract nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier This study uses proactive work behavior and job demands–resources (JD-R) theories to propose that employees can use two proactive behavioral strategies to improve the internal organizational environment, namely job crafting and playful work design (PWD). Whereas job crafting concerns the proactive adjustment of the job, PWD refers to the active creation of conditions at work that foster play. We hypothesize that individuals perform better on the days they seek job resources and challenges, or design their work to be playful. In addition, we propose that seeking job resources and reducing job demands are most effective when work pressure is high, and that seeking challenges and PWD are most effective when work pressure is low. A total of 77 Norwegian naval cadets completed a diary questionnaire for 30 consecutive days (total N = 2310). Results of multilevel modeling showed that daily seeking job resources, seeking challenges, and playful work design were each positively related to colleague-ratings of job performance. Reducing job demands was negatively related to performance. Furthermore, as hypothesized, seeking challenges and PWD were most effective when the work pressure was low. These findings contribute to the proactive work motivation and JD-R literatures by showing which work strategies are positively related to job performance, and under which conditions. This study uses proactive work behavior and job demands–resources (JD-R) theories to propose that employees can use two proactive behavioral strategies to improve the internal organizational environment, namely job crafting and playful work design (PWD). Whereas job crafting concerns the proactive adjustment of the job, PWD refers to the active creation of conditions at work that foster play. We hypothesize that individuals perform better on the days they seek job resources and challenges, or design their work to be playful. In addition, we propose that seeking job resources and reducing job demands are most effective when work pressure is high, and that seeking challenges and PWD are most effective when work pressure is low. A total of 77 Norwegian naval cadets completed a diary questionnaire for 30 consecutive days (total N = 2310). Results of multilevel modeling showed that daily seeking job resources, seeking challenges, and playful work design were each positively related to colleague-ratings of job performance. Reducing job demands was negatively related to performance. Furthermore, as hypothesized, seeking challenges and PWD were most effective when the work pressure was low. These findings contribute to the proactive work motivation and JD-R literatures by showing which work strategies are positively related to job performance, and under which conditions. Hetland, Jørn oth Olsen, Olav Kjellevold oth Espevik, Roar oth De Vries, Juriena D. oth Enthalten in Elsevier Cahill, Joshua T.S. ELSEVIER The Miniature Radio Frequency instrument’s (Mini-RF) global observations of Earth’s Moon 2014 Amsterdam [u.a.] (DE-627)ELV01258651X volume:122 year:2020 pages:0 https://doi.org/10.1016/j.jvb.2020.103478 Volltext GBV_USEFLAG_U GBV_ELV SYSFLAG_U FID-BIODIV SSG-OLC-PHA GBV_ILN_120 GBV_ILN_2004 GBV_ILN_2486 44.94 Hals-Nasen-Ohrenheilkunde VZ AR 122 2020 0 |
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10.1016/j.jvb.2020.103478 doi /cbs_pica/cbs_olc/import_discovery/elsevier/einzuspielen/GBV00000000001163.pica (DE-627)ELV051649462 (ELSEVIER)S0001-8791(20)30103-2 DE-627 ger DE-627 rakwb eng 520 VZ 530 VZ 570 VZ BIODIV DE-30 fid 44.94 bkl Bakker, Arnold B. verfasserin aut Job crafting and playful work design: Links with performance during busy and quiet days 2020transfer abstract nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier This study uses proactive work behavior and job demands–resources (JD-R) theories to propose that employees can use two proactive behavioral strategies to improve the internal organizational environment, namely job crafting and playful work design (PWD). Whereas job crafting concerns the proactive adjustment of the job, PWD refers to the active creation of conditions at work that foster play. We hypothesize that individuals perform better on the days they seek job resources and challenges, or design their work to be playful. In addition, we propose that seeking job resources and reducing job demands are most effective when work pressure is high, and that seeking challenges and PWD are most effective when work pressure is low. A total of 77 Norwegian naval cadets completed a diary questionnaire for 30 consecutive days (total N = 2310). Results of multilevel modeling showed that daily seeking job resources, seeking challenges, and playful work design were each positively related to colleague-ratings of job performance. Reducing job demands was negatively related to performance. Furthermore, as hypothesized, seeking challenges and PWD were most effective when the work pressure was low. These findings contribute to the proactive work motivation and JD-R literatures by showing which work strategies are positively related to job performance, and under which conditions. This study uses proactive work behavior and job demands–resources (JD-R) theories to propose that employees can use two proactive behavioral strategies to improve the internal organizational environment, namely job crafting and playful work design (PWD). Whereas job crafting concerns the proactive adjustment of the job, PWD refers to the active creation of conditions at work that foster play. We hypothesize that individuals perform better on the days they seek job resources and challenges, or design their work to be playful. In addition, we propose that seeking job resources and reducing job demands are most effective when work pressure is high, and that seeking challenges and PWD are most effective when work pressure is low. A total of 77 Norwegian naval cadets completed a diary questionnaire for 30 consecutive days (total N = 2310). Results of multilevel modeling showed that daily seeking job resources, seeking challenges, and playful work design were each positively related to colleague-ratings of job performance. Reducing job demands was negatively related to performance. Furthermore, as hypothesized, seeking challenges and PWD were most effective when the work pressure was low. These findings contribute to the proactive work motivation and JD-R literatures by showing which work strategies are positively related to job performance, and under which conditions. Hetland, Jørn oth Olsen, Olav Kjellevold oth Espevik, Roar oth De Vries, Juriena D. oth Enthalten in Elsevier Cahill, Joshua T.S. ELSEVIER The Miniature Radio Frequency instrument’s (Mini-RF) global observations of Earth’s Moon 2014 Amsterdam [u.a.] (DE-627)ELV01258651X volume:122 year:2020 pages:0 https://doi.org/10.1016/j.jvb.2020.103478 Volltext GBV_USEFLAG_U GBV_ELV SYSFLAG_U FID-BIODIV SSG-OLC-PHA GBV_ILN_120 GBV_ILN_2004 GBV_ILN_2486 44.94 Hals-Nasen-Ohrenheilkunde VZ AR 122 2020 0 |
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10.1016/j.jvb.2020.103478 doi /cbs_pica/cbs_olc/import_discovery/elsevier/einzuspielen/GBV00000000001163.pica (DE-627)ELV051649462 (ELSEVIER)S0001-8791(20)30103-2 DE-627 ger DE-627 rakwb eng 520 VZ 530 VZ 570 VZ BIODIV DE-30 fid 44.94 bkl Bakker, Arnold B. verfasserin aut Job crafting and playful work design: Links with performance during busy and quiet days 2020transfer abstract nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier This study uses proactive work behavior and job demands–resources (JD-R) theories to propose that employees can use two proactive behavioral strategies to improve the internal organizational environment, namely job crafting and playful work design (PWD). Whereas job crafting concerns the proactive adjustment of the job, PWD refers to the active creation of conditions at work that foster play. We hypothesize that individuals perform better on the days they seek job resources and challenges, or design their work to be playful. In addition, we propose that seeking job resources and reducing job demands are most effective when work pressure is high, and that seeking challenges and PWD are most effective when work pressure is low. A total of 77 Norwegian naval cadets completed a diary questionnaire for 30 consecutive days (total N = 2310). Results of multilevel modeling showed that daily seeking job resources, seeking challenges, and playful work design were each positively related to colleague-ratings of job performance. Reducing job demands was negatively related to performance. Furthermore, as hypothesized, seeking challenges and PWD were most effective when the work pressure was low. These findings contribute to the proactive work motivation and JD-R literatures by showing which work strategies are positively related to job performance, and under which conditions. This study uses proactive work behavior and job demands–resources (JD-R) theories to propose that employees can use two proactive behavioral strategies to improve the internal organizational environment, namely job crafting and playful work design (PWD). Whereas job crafting concerns the proactive adjustment of the job, PWD refers to the active creation of conditions at work that foster play. We hypothesize that individuals perform better on the days they seek job resources and challenges, or design their work to be playful. In addition, we propose that seeking job resources and reducing job demands are most effective when work pressure is high, and that seeking challenges and PWD are most effective when work pressure is low. A total of 77 Norwegian naval cadets completed a diary questionnaire for 30 consecutive days (total N = 2310). Results of multilevel modeling showed that daily seeking job resources, seeking challenges, and playful work design were each positively related to colleague-ratings of job performance. Reducing job demands was negatively related to performance. Furthermore, as hypothesized, seeking challenges and PWD were most effective when the work pressure was low. These findings contribute to the proactive work motivation and JD-R literatures by showing which work strategies are positively related to job performance, and under which conditions. Hetland, Jørn oth Olsen, Olav Kjellevold oth Espevik, Roar oth De Vries, Juriena D. oth Enthalten in Elsevier Cahill, Joshua T.S. ELSEVIER The Miniature Radio Frequency instrument’s (Mini-RF) global observations of Earth’s Moon 2014 Amsterdam [u.a.] (DE-627)ELV01258651X volume:122 year:2020 pages:0 https://doi.org/10.1016/j.jvb.2020.103478 Volltext GBV_USEFLAG_U GBV_ELV SYSFLAG_U FID-BIODIV SSG-OLC-PHA GBV_ILN_120 GBV_ILN_2004 GBV_ILN_2486 44.94 Hals-Nasen-Ohrenheilkunde VZ AR 122 2020 0 |
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job crafting and playful work design: links with performance during busy and quiet days |
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Job crafting and playful work design: Links with performance during busy and quiet days |
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This study uses proactive work behavior and job demands–resources (JD-R) theories to propose that employees can use two proactive behavioral strategies to improve the internal organizational environment, namely job crafting and playful work design (PWD). Whereas job crafting concerns the proactive adjustment of the job, PWD refers to the active creation of conditions at work that foster play. We hypothesize that individuals perform better on the days they seek job resources and challenges, or design their work to be playful. In addition, we propose that seeking job resources and reducing job demands are most effective when work pressure is high, and that seeking challenges and PWD are most effective when work pressure is low. A total of 77 Norwegian naval cadets completed a diary questionnaire for 30 consecutive days (total N = 2310). Results of multilevel modeling showed that daily seeking job resources, seeking challenges, and playful work design were each positively related to colleague-ratings of job performance. Reducing job demands was negatively related to performance. Furthermore, as hypothesized, seeking challenges and PWD were most effective when the work pressure was low. These findings contribute to the proactive work motivation and JD-R literatures by showing which work strategies are positively related to job performance, and under which conditions. |
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This study uses proactive work behavior and job demands–resources (JD-R) theories to propose that employees can use two proactive behavioral strategies to improve the internal organizational environment, namely job crafting and playful work design (PWD). Whereas job crafting concerns the proactive adjustment of the job, PWD refers to the active creation of conditions at work that foster play. We hypothesize that individuals perform better on the days they seek job resources and challenges, or design their work to be playful. In addition, we propose that seeking job resources and reducing job demands are most effective when work pressure is high, and that seeking challenges and PWD are most effective when work pressure is low. A total of 77 Norwegian naval cadets completed a diary questionnaire for 30 consecutive days (total N = 2310). Results of multilevel modeling showed that daily seeking job resources, seeking challenges, and playful work design were each positively related to colleague-ratings of job performance. Reducing job demands was negatively related to performance. Furthermore, as hypothesized, seeking challenges and PWD were most effective when the work pressure was low. These findings contribute to the proactive work motivation and JD-R literatures by showing which work strategies are positively related to job performance, and under which conditions. |
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This study uses proactive work behavior and job demands–resources (JD-R) theories to propose that employees can use two proactive behavioral strategies to improve the internal organizational environment, namely job crafting and playful work design (PWD). Whereas job crafting concerns the proactive adjustment of the job, PWD refers to the active creation of conditions at work that foster play. We hypothesize that individuals perform better on the days they seek job resources and challenges, or design their work to be playful. In addition, we propose that seeking job resources and reducing job demands are most effective when work pressure is high, and that seeking challenges and PWD are most effective when work pressure is low. A total of 77 Norwegian naval cadets completed a diary questionnaire for 30 consecutive days (total N = 2310). Results of multilevel modeling showed that daily seeking job resources, seeking challenges, and playful work design were each positively related to colleague-ratings of job performance. Reducing job demands was negatively related to performance. Furthermore, as hypothesized, seeking challenges and PWD were most effective when the work pressure was low. These findings contribute to the proactive work motivation and JD-R literatures by showing which work strategies are positively related to job performance, and under which conditions. |
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Job crafting and playful work design: Links with performance during busy and quiet days |
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