The Impact of Personal Resources and Job Crafting Interventions on Work Engagement and Performance

Jessica Van Wingerden, Daantje Derks, Arnold B. Bakker

Research output: Contribution to journalArticlepeer-review

245 Citations (Scopus)


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 languageEnglish
Pages (from-to)51-67
Number of pages17
JournalHuman Resource Management
Issue number1
Publication statusPublished - 1 Jan 2017
Externally publishedYes


  • 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


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