Modelling job crafting behaviours: Implications for work engagement

Arnold B. Bakker, Alfredo Rodríguez-Muñoz, Ana Isabel Sanz Vergel

Research output: Contribution to journalArticlepeer-review

132 Citations (Scopus)


In this study among 206 employees (103 dyads), we followed the job demands–resources approach of job crafting to investigate whether proactively changing one’s work environment influences employee’s (actor’s) own and colleague’s (partner’s) work engagement. Using social cognitive theory, we hypothesized that employees would imitate each other’s job crafting behaviours, and therefore influence each other’s work engagement. Results showed that the crafting of social and structural job resources and the crafting of challenge job demands was positively related to own work engagement, whereas decreasing hindrance job demands was unrelated to own engagement. As predicted, results showed a reciprocal relationship between dyad members’ job crafting behaviours – each of the actor’s job crafting behaviours was positively related to the partner’s job crafting behaviours. Finally, employee’s job crafting was related to colleague’s work engagement through colleague’s job crafting, suggesting a modelling process.

Original languageEnglish
Pages (from-to)169-189
Number of pages21
JournalHuman Relations
Issue number1
Publication statusPublished - 1 Jan 2016
Externally publishedYes


  • actor–partner interdependence model
  • job crafting
  • proactive behaviour
  • social cognitive theory
  • work engagement

ASJC Scopus subject areas

  • Arts and Humanities (miscellaneous)
  • General Social Sciences
  • Strategy and Management
  • Management of Technology and Innovation


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