Job crafting and job performance: A longitudinal study

Maria Tims, Arnold B. Bakker, Daantje Derks

Research output: Contribution to journalArticlepeer-review

235 Citations (Scopus)


In this three-wave study (N = 288), we examined whether job crafting intentions and work engagement led to actual job crafting behaviours and, in turn, to higher levels of prospective work engagement and job performance. We used the Job Demands-Resources model as a theoretical framework and defined job crafting as the self-initiated changes that employees make in their job demands and resources. One month after reporting their job crafting intentions, respondents rated their actual job crafting behaviours. Again one month later, they rated their levels of work engagement, in-role performance, and organizational citizenship behaviour towards individuals (OCBI). Results of structural equation modelling showed that job crafting intentions and work engagement significantly related to actual job crafting, which, in turn, related to higher levels of work engagement, while controlling for job characteristics. Results further showed that engaged employees performed better on their in-role tasks but did not perform more OCBIs. The findings suggest that employees can increase their own work engagement and job performance through job crafting.

Original languageEnglish
Pages (from-to)914-928
Number of pages15
JournalEuropean Journal of Work and Organizational Psychology
Issue number6
Publication statusPublished - 2 Nov 2015
Externally publishedYes


  • Employee engagement
  • Intentions
  • Job crafting
  • Job performance
  • Organizational citizenship behaviours
  • Work engagement

ASJC Scopus subject areas

  • Applied Psychology
  • Organizational Behavior and Human Resource Management


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