Proactive personality and job performance: The role of job crafting and work engagement

Abstract

The article examines the role of proactive personality in predicting work engagement and job performance. On the basis of the literature on proactive personality and the job demands-resources model, we hypothesized that employees with a proactive personality would be most likely to craft their own jobs, in order to stay engaged and perform well. Data were collected among 95 dyads of employees (N = 190), who were working in various organizations. The results of structural equation modeling analyses offered strong support for the proposed model. Employees who were characterized by a proactive personality were most likely to craft their jobs (increase their structural and social job resources, and increase their job challenges); job crafting, in turn, was predictive of work engagement (vigor, dedication, and absorption) and colleague-ratings of in-role performance. These findings suggest that, to the extent that employees proactively adjust their work environment, they manage to stay engaged and perform well.

Validating the Job Crafting Questionnaire (JCRQ): A multi-method and multi-sample study

“…Previous studies have found a relationship between job crafting and well-being and performance (e.g. Bakker et al, 2012;Leana et al, 2009;Petrou et al, 2012;. In the present study, we aim to confirm some patterns previously tested using the JCRQ as we explore the relationship between job crafting and job satisfaction using survey data from China, Spain, Taiwan and the UK.…”

The influence of future time perspective on work engagement and job performance: the role of job crafting

“…To simplify our model and consistent with our hypotheses, we followed the approaches of Bakker et al (2012) and Tims et al (2015) and we modelled job crafting using two latent factors. The first factor contained the residual mean scores of increasing structural job resources, increasing social job resources, and increasing challenging job demands ("crafting more job resources and challenging job demands").…”

Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

“…Therefore, on the basis of person-environment fit theory (Edwards, 2008), this congruence between needs and environment achieved through job crafting is expected to promote employees' engagement at work. In addition, a number of authors have established a positive relationship between proactive behaviours such as job crafting, personal initiative, feedback-seeking and self-development, and positive outcomes such as work engagement and positive emotion (Anseel, Beathy, Shen, Lievens & Sackett, 2013;Bakker et al, 2012;Hyvonen, Feldt, Salmela-Aro, Kinnunen & Makikangas, 2009;Ko, 2012;Tims et al, 2013).…”

“…Therefore, on the basis of person-environment fit theory (Edwards, 2008), this congruence between needs and environment achieved through crafting is expected to promote employees' engagement at work. Bakker et al (2012) for example, found job crafting (as indicated by increasing structural and social resources and challenge demands) to predict both work engagement and in-role performance. Further analysis demonstrated that increasing structural resources was the strongest of the crafting dimensions in predicting these positive outcomes.…”

“…creating opportunities for learning and development, taking on interesting projects), they cultivate greater meaning from their work and are therefore more engaged. In addition, a number of authors have established a positive relationship between proactive behaviours such as job crafting, personal initiative, feedback-seeking and self-development, and positive outcomes such as work engagement and positive emotion (Anseel et al, 2013;Bakker et al, 2012;Hyvonen et al, 2009;Ko, 2012;Tims et al, 2013). In terms of evidence regarding the relationship between daily job crafting and daily engagement, Petrou et al (2012) found a significant positive relationship between day-level seeking challenges and day-level work engagement and a significant negative relationship between day-level reducing demands and day-level work engagement.…”