Development and validation of the Japanese version of the team job crafting scale for nurses

Abstract

Team job crafting, which refers to designing the task, relational, and cognitive aspects of a job, is thought to be beneficial for nurses working in the ward. There are no scales to assess team job crafting among nurses. This study aimed to develop and examine the reliability and validity of a scale to measure team job crafting. Based on literature reviews and interviews, potential items were created. A total of 293 nurses working on 19 wards in two hospitals in Japan were asked to complete a questionnaire twice. A series of exploratory factor analyses (EFAs) were conducted to select the final items. For convergent validity, multilevel correlations were calculated. Cronbach's α and intra‐class correlation coefficients (ICCs) were calculated for reliability. A total of 190 participants responded to the baseline survey and 152 responded to the retest. The EFAs yielded a three‐factor structure comprising 13 items. The three factors are task crafting considering the team's growth, cognitive crafting for members' respect and reflection of meaningfulness of work, and relational crafting for smooth information sharing. Cronbach's α ranged from .810 to .831, and test–retest ICCs ranged from 0.571 to 0.710. At the individual level, team job crafting had small‐to‐moderate correlations with individual levels of job crafting, job control, supervisor support, co‐worker support, job satisfaction, workplace social capital, and work engagement. The ICC of the team job crafting scores of 0.125 indicated meaningful variation across wards. At the ward‐level, nonsignificant but strong correlations were found with workplace social capital, job satisfaction, and psychological distress. This scale showed acceptable levels of reliability and validity. It would be useful in monitoring and improving team job crafting to increase team members' well‐being and performance.

A Career Crafting Training Program: Results of an Intervention Study

“…Job crafting toward interests was measured with five items (Kooij et al, 2017 ), including “I actively look for tasks that match my own interests” (α T1 = 0.86; α T2 = 0.85). Job crafting to increase social job resources was measured with five items (Tims et al, 2012 ), including “I ask others for feedback on my job performance” (α T1 = 0.72; α T2 = 0.68). Job crafting to decrease hindering job demands was measured with six items (Tims et al, 2012 ), including “I organize my work in such a way to make sure that I do not have to concentrate for too long a period at once” (α T1 = 0.73; α T2 = 0.79).…”

“…There are different perspectives on job crafting. Two dominant perspectives are introduced by Wrzesniewski and Dutton ( 2001 ) and Tims et al ( 2012 ). In their seminal 2001 paper, Wrzesniewski and Dutton defined job crafting as the physical and cognitive changes individuals make in the task or relational boundaries of their work (p. 179).…”

“…A second popular perspective on job crafting starts from the job demands-resources model and argues that job crafting can be directed toward changing job demands and/or job resources (Tims et al, 2012 ). This approach proposes that job characteristics can be classified into either of two categories: job demands or job resources.…”

“…Being exposed to job demands for extended periods of time can lead to fatigue and strain responses. Job resources refer to job aspects that are functional in achieving work goals, reduce job demands and the associated negative effects, and stimulate personal development (e.g., autonomy, social support; Tims et al, 2012 ). Employees can proactively lower their job demands when they perceive that their demands have become overwhelming.…”

“…In this study, we combine the perspectives of job crafting toward personal resources (Wrzesniewski and Dutton, 2001 ; Kooij et al, 2017 ) with the perspective of job crafting toward job characteristics (Tims et al, 2012 ). This is relevant since these two perspectives focus on different areas of job crafting which can both play a role in physicians' work.…”