The Impact of Personal Resources and Job Crafting Interventions on Work Engagement and Performance
Jessica Van Wingerden, Daantje Derks, Arnold B. Bakker
Human Resource Management · 2017 · Volume 56 · Issue 1
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. © 2015 Wiley Periodicals, Inc.
Keywords
employee engagement, JD-R model, job crafting, job performance, organizational interventions, personal resources, work engagement
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