دانلود رایگان مقاله لاتین تعدیل کننده شناسایی سازمانی از سایت الزویر
عنوان فارسی مقاله:
رهبری تحول گرا، سازگاری و شغل سازی: نقش تعدیل کننده شناسایی سازمانی
عنوان انگلیسی مقاله:
Transformational leadership, adaptability, and job crafting: The moderating role of organizational identification
سال انتشار : 2017
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بخشی از مقاله انگلیسی:
Theory and Hypotheses
Job Crafting The basic premise underlying job crafting is that employees actively use elements of the job to construct their work; it suggests that employees are agentic in creating their own work experiences by making changes to the job. Job crafting stands in contrast to the traditional work design approaches in which it is assumed that employee work experiences (e.g., motivation) are determined by external job characteristics (e.g., Oldham & Hackman, 2010). Wrzesniewski and Dutton (2001) focused on work tasks and interactions as the raw materials employees use to craft their jobs and defined job crafting as changes employees make to the task or relational boundaries of their work.Consisting with the premise that employees play an active role in building their work experiences, European scholars yet focused on job demands and job resources that employees use to craft their work (Petrou et al., 2012; Tims & Bakker, 2010; Tims, Bakker, & Derks., 2012). The Job Demands-Resources (JD-R) model was introduced in the literature 15 years ago (Demerouti, Bakker, Nachreiner, & Schaufeli, 2001) and has stimulated hundreds of studies. According to the JD-R model, job characteristics can vary widely across occupations but can always be classified into two categories: job demands and job resources. Job demands are job aspects that require energy and effort. Examples are conflict with colleagues or work overload. In contrast, job resources are those aspects that help employees cope with the job demands and achieve work goals. Examples are ICT support or feedback on job performance. Whereas job demands primarily relate to reduced health (e.g., exhaustion, psychosomatic health complaints), job resources primarily relate to work motivation (e.g., work enjoyment, engagement). Job crafting was viewed as “changes that employees initiate in the level of job demands and job resources in order to make their own job more meaningful, engaging, and satisfying” (Demerouti, 2014, p. 237), consisting of seeking resources, seeking challenges, and reducing demands, particularly hindering job demands that harm personal growth and development (Petrou et al., 2012). Seeking resources and seeking challenges refer to behaviors that expand the job (i.e., expansion job crafting), whereas reducing demands refers to behaviors that contract the job (i.e., contraction job crafting).The JD-R perspective on job crafting has stimulated substantial empirical research because it concretely describes Wrzesniewski and Dutton’s (2001) “task crafting” and “relational crafting” on the basis of job demands and job resources. Seeking challenges (e.g., asking for more tasks or responsibilities) and reducing demands (e.g., diminishing emotional, cognitive, or physical job demands) can be seen as altering task boundaries, while seeking resources (e.g., contacting other people at work to get work-related information) can be seen as altering relational boundaries. In this stream of literature, research has found evidence that job crafting can foster positive outcomes, such as work identity (Mattarelli & Tagliaventi, 2015), work engagement (Bakker et al., 2012; Harju, Hakanen, & Schaufeli, 2016), personjob fit (Lu, Wang, Lu, Du, & Bakker., 2014; Tims, Derks, & Bakker, 2016), job satisfaction (Tims, Bakker, & Derks, 2013), and increased personal resources (Vogt, Hakanen, Brauchli, Jenny, & Bauer, 2016). As job crafting is an effective way to maintain employee well-being and work motivation, researchers have been interested to investigate factors that predict job crafting.
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کلمات کلیدی:
DISSERTATION THEORETICAL ANTECEDENTS AND POSITIVE ... https://dspace.library.colostate.edu/bitstream/.../Holcombe_colostate_0053A_13645.pdf?... by KJ Holcombe - Related articles recognize important theoretical antecedents of job crafting behavior, ... context, and leadership factors that serve as sources of motivation for employee job crafting. ...... adaptability, and proactive behavior, I expect that leader empowerment is ... Industrial/Organizational Psychology: An Applied Approach https://books.google.com/books?isbn=1305118421 Michael G. Aamodt - 2015 - Psychology Salem, Ohio, 86 Job Adaptability Inventory (JAI), 63–64 Job Analysis, 35–76 ... 59, 62 Job crafting, 45 Job descriptions, 38–44 Job Descriptive Index, 376, 377 Job ... 430–433 Leader Match, 439 Leader performance, 433–438 Leader position ... The Psychology of Organizational Change: Viewing Change from the ... https://books.google.com/books?isbn=1107355001 Shaul Oreg, Alexandra Michel, Rune Todnem By - 2013 - Psychology ... 33 impact factors, and commitment, 52-53, 59 individual adaptability, 8, 23, ... 184 ingroup bias, 287-288 inspirational leadership, 148 intentions, 209 see also ... job characteristics and health, 7 7—78 see also person—job fit job crafting, ... Transformational leadership, adaptability, and job crafting - Scilit https://www.scilit.net/article/10.1016/j.jvb.2017.03.009 Mar 1, 2017 - Transformational leadership, adaptability, and job crafting: The moderating role of organizational identification. Hai-jiang Wang, Evangelia ...
