Recent research demonstrates that finding the meaning of work (MW) is a growing need among employees. It thus seems vital to examine the predictors and outcomes of meaningful work with the aim of identifying practical implications for employees and organizations in this area. However, there are several different concepts of MW and only a handful of published measures. Using the framework of the big two we proposed and developed a two-dimensional model of MW: agentic work meaning (the self-perspective) and communal work meaning (the world perspective). The aim of our research was to adapt the Work and Meaning Inventory (WAMI; Steger, Dik, & Duffy, 2012) into Polish and to verify the hypothesis of a two-dimensional model of MW, which is a new perspective on this scale. The three studies conducted amongst employees in Poland (N = 403) supported our ideas. First, confirmatory factor analysis provided support for the two-dimensional model of MW in WAMI-PL, i.e., meaning in the self and in world perspectives. In line with previous studies on MW, these two factors correlated positively with meaning in life, work well-being (work engagement, organizational commitment) and positive work behaviors (in-role and extra-role behaviors, job crafting). Moreover, we demonstrated a relationship between MW and the eudemonic indicators of well-being in the workplace, such as fit and personal development, positive relationships at work, and contribution to the organization. We discuss the theoretical and practical implications of this research.

Job crafting is beneficial for employees and organizations. To better predict these behaviors, we introduce the concept of job crafting self-efficacy (JCSE) and define it as an individual's beliefs about their capability to modify the demands and resources of their job to better fit their needs. This article describes the development and validation of a scale to measure JCSE. We conducted a qualitative study to design and four quantitative studies to test the psychometric properties of this scale among Polish and American employees in both paperand-pencil and online versions. Three independent (N 1 = 364; N 2 = 432; N 3 = 403) confirmatory factor analyses demonstrated a good fit to a 3-factor solution comprising JCSE beliefs about increasing (a) structural job resources, (b) social job resources, and (c) challenging job demands. The 9-item JCSE Scale had good internal consistency, high time stability, and good validity. It correlated positively with general self-efficacy. JCSE explained unique variance in job crafting behaviors over and above general self-efficacy, and was more important in predicting job crafting than contextual factors. We demonstrate the role of social cognitions in shaping job redesign behaviors and provide a useful tool to evaluate the effectiveness of interventions dedicated to empowering JCSE.

Although research has examined the role leaders may play in shaping job re-design behaviors among their subordinates, little is known about the way managers craft their jobs as compared to other employees. In two crosssectional studies we tested whether organizational rank affects the frequency of job crafting (H1), and to what extent this relationship is mediated via perceived autonomy (H2). Study 1 (N = 267) demonstrated that managers craft their jobs more frequently than non-managers by increasing structural job resources and seeking challenges at work. We also showed that autonomy explains the relationship between organizational rank and the frequency of increasing structural and social job demands, as well as seeking challenges. However, managers did not craft their jobs by decreasing job demands more often than regular employees. In Study 2 (N = 262) we replicated this pattern of results, subsequently demonstrating that managers with shorter tenure use their autonomy to craft their jobs via decreasing job demands. We discuss the contributions and potential implications of these results.

Structural education reforms may pose a threat to teachers’ employment, leading to anxiety about the future of their jobs. This study examined the antecedents of job insecurity among Polish teachers ( N = 860) who had been subjected to rapid and major structural education reform in 2017. While previous studies have focused on self-efficacy as a buffer against the negative consequences of job insecurity, here the authors hypothesize that a higher change-related self-efficacy is linked to lower job insecurity via stress appraisal. The results show that self-efficacy is more strongly linked to lower hindrance appraisal than to higher challenge appraisal. Strengthening change-related self-efficacy as a personal resource and attenuating perceptions of change as a hindrance are vital steps in minimizing job insecurity and its effects.

Przekształcanie pracy to zjawisko samodzielnego dopasowania pracy do własnych potrzeb i preferencji, które wynika z oddolnej inicjatywy pracowników. Celem artykułu jest przedstawienie interwencji przekształcania pracy w oparciu o procedurę Michigan Job Crafting Exercise, założenia modelu zasoby-wymagania pracy Bakkera i Demerouti oraz badania własne przeprowadzone w polskich organizacjach. W artykule przedstawiamy zastosowane metody pracy oraz czynniki wpływające na skuteczność interwencji.