Crafting the Change: The Role of Employee Job Crafting Behaviors for Successful Organizational Change
| Autor: | Petrou, P., Demerouti, E., Schaufeli, W. B., Leerstoel Schaufeli, Sub Sociale psychologie, Work and Organizational Psychology: Occupational Health Psychology |
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| Přispěvatelé: | Leerstoel Schaufeli, Sub Sociale psychologie, Work and Organizational Psychology: Occupational Health Psychology, Human Performance Management, Work and Organizational Psychology |
| Jazyk: | angličtina |
| Rok vydání: | 2016 |
| Předmět: |
Strategy and Management
media_common.quotation_subject 050109 social psychology Organizational commitment positive organizational behavior empowerment/employee involvement/participation Promotion (rank) motivation 0502 economics and business Employee engagement Taverne 0501 psychology and cognitive sciences media_common Employee research ComputingMilieux_THECOMPUTINGPROFESSION business.industry communication 05 social sciences change management Change management Job design Public relations Job performance Job analysis business Psychology 050203 business & management Finance |
| Zdroj: | Journal of Management, 44(5), 1766-1792. SAGE Publications Ltd Journal of Management, 44(5), 1766-1792. SAGE Publishing Journal of Management, 44(5), 1766. SAGE Publications Inc. |
| ISSN: | 0149-2063 |
| Popis: | Organizations today have to change constantly. Although both practitioners and scientists agree that organizational change communication is the most effective strategy to improve employee adjustment to change, little is known about how change communication enhances more proactive employee reactions to change. The present study addresses employee job crafting behaviors (i.e., seeking job resources, seeking job challenges, and reducing job demands) as a tool used by employees in order to respond to and cope with implemented organizational change. Using regulatory focus theory, we propose that on the basis of their promotion or prevention regulatory focus, employees respond to organizational change communication via job crafting behaviors that further enhance or hinder their adjustment to change (i.e., work engagement and adaptivity). Hypotheses are tested with a latent change score analytical approach via a three-wave longitudinal design among 368 police officers. Findings reveal that while adequate change communication is linked to increased job crafting behaviors for promotion focused employees, inadequate change communication is linked to increased job crafting behaviors for prevention focused employees. Furthermore, seeking resources is positively associated with employee work engagement, seeking challenges is positively associated with adaptivity, and reducing demands is negatively associated with work engagement. These findings bring together three different streams of literature (i.e., organizational change, regulatory focus, and job crafting). Implications for management are outlined, and they are, thereafter, translated to a specific workplace intervention, which is proposed to organizations and managers. |
| Databáze: | OpenAIRE |
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