Abstract
This study examined the impact of organizational interventions on work engagement and performance. Based on the job demands–resources model, we hypothesized that a personal resources intervention and a job crafting intervention would have a positive impact on work engagement and performance. We used a quasi-experimental design with a control group. Primary school teachers participated in the study at two time points with six weeks between the measurements (N = 102). The results showed that the personal resources intervention had a positive causal effect on work engagement. Additionally, the joint personal resources and job crafting intervention had a positive impact on self-ratings of job performance. We discuss the implications of these findings for theory and practice.
| Original language | English |
|---|---|
| Pages (from-to) | 51-67 |
| Number of pages | 17 |
| Journal | Human Resource Management |
| Volume | 56 |
| Issue number | 1 |
| DOIs | |
| Publication status | Published - 1 Jan 2017 |
| Externally published | Yes |
Keywords
- JD-R model
- employee engagement
- job crafting
- job performance
- organizational interventions
- personal resources
- work engagement
ASJC Scopus subject areas
- Applied Psychology
- Strategy and Management
- Organizational Behavior and Human Resource Management
- Management of Technology and Innovation