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Proactive personality and job performance: The role of job crafting and work engagement
Abstract
The article examines the role of proactive personality in predicting work engagement and job performance. On the basis of the literature on proactive personality and the job demands–resources model, we hypothesized that employees with a proactive personality would be most likely to craft their own jobs, in order to stay engaged and perform well. Data were collected among 95 dyads of employees ( N = 190), who were working in various organizations. The results of structural equation modeling analyses offered strong support for the proposed model. Employees who were characterized by a proactive personality were most likely to craft their jobs (increase their structural and social job resources, and increase their job challenges); job crafting, in turn, was predictive of work engagement (vigor, dedication, and absorption) and colleague-ratings of in-role performance. These findings suggest that, to the extent that employees proactively adjust their work environment, they manage to stay engaged and perform well.
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“Moreover, those with a proactive personality are more likely to engage in job craftingto make adjustments in job tasks, job demands and resources in order to make their work less stressful and more meaningful (Bakker et al., 2012).”
From Job Demands—Resources theory and self-regulation: New explanations and remedies for job burnout (2021) · cites this paper as Bakker et al., 2012
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Job demands–resources theory: Taking stock and looking forward.
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Self-citationBurnout and work engagement: the JD–R approach.
Bakker, A. B., Demerouti, E., & Sanz-Vergel, A. I. (2014) · Annual Review of Organizational Psychology and Organizational Behavior · doi:10.1146/annurev-orgpsych-031413-091235 · Cited by 2,486
Self-citationJob Demands—Resources theory and self-regulation: New explanations and remedies for job burnout
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“Moreover, those with a proactive personality are more likely to engage in job crafting – to make adjustments in job tasks, job demands and resources in order to make their work less stressful and more meaningful (Bakker et al., 2012).”
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Self-citationDaily transformational leadership and employee job crafting: The role of promotion focus
Hetland, J., Hetland, H., Bakker, A. B., & Demerouti, E. (2018) · European Management Journal · doi:10.1016/j.emj.2018.01.002 · Cited by 191
Self-citationThe role of leisure crafting for emotional exhaustion in telework during the COVID-19 pandemic
Abdel Hadi, S., Bakker, A. B., & Häusser, J. A. (2021) · Anxiety, Stress, & Coping · doi:10.1080/10615806.2021.1903447 · Cited by 139
Self-citationMindfulness buffers the impact of COVID-19 outbreak information on sleep duration.
Zheng, M. X., Yao, J., & Narayanan, J. (2020) · doi:10.31234/osf.io/wuh94 · Cited by 77
Reverse mentoring, job crafting and work-outcomes: the mediating role of work engagement
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Metadata
- Authors
- Bakker, A. B., Tims, M., & Derks, D.
- Affiliations
- Erasmus University Rotterdam, The Netherlands,
- Venue
- Human Relations
- Publisher
- SAGE Publications
- Published
- 2012-09-11
- Volume
- 65
- Issue
- 10
- Pages
- 1359-1378
- ISSN
- 0018-7267
- 1741-282X
- Cited by
- 937
- References
- 16
- Language
- en
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