Job Crafting at the Team and Individual Level: Implications for Work Engagement and Performance

Maria Tims, Arnold B. Bakker, Daantje Derks, Willem van Rhenen

Research output: Contribution to journalArticlepeer-review

265 Citations (Scopus)

Abstract

Previous research suggests that employee job crafting is positively related to job performance through employee work engagement. The present study expands this individual-level perspective to the team level by hypothesizing that team job crafting relates positively to team performance through team work engagement. In addition, on the basis of social psychological theories about norms, modeling, and emotional contagion in groups, we hypothesize that team job crafting relates to individual performance through (a) individual job crafting and individual work engagement; and (b) team work engagement and individual work engagement. Data was collected among 525 individuals working in 54 teams that provided occupational health services. The results largely supported the hypotheses. Specifically, team job crafting was associated with individual performance via the hypothesized sequential mediation paths. The practical implications of the study are discussed and we conclude that job crafting can be simultaneously used at the team and individual level to improve job performance.

Original languageEnglish
Pages (from-to)427-454
Number of pages28
JournalGroup and Organization Management
Volume38
Issue number4
DOIs
Publication statusPublished - Aug 2013
Externally publishedYes

Keywords

  • employee engagement
  • job crafting
  • job performance
  • proactivity
  • team work engagement

ASJC Scopus subject areas

  • Arts and Humanities (miscellaneous)
  • Applied Psychology
  • Organizational Behavior and Human Resource Management

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