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عنوان فارسی مقاله:
آیا می توانیم کاری را انجام دهیم که خستگی شغلی را کاهش دهد و مشاغل را افزایش دهد؟ بررسی پنل سه ساله
عنوان انگلیسی مقاله:
Can job crafting reduce job boredom and increase work engagement? A three-year cross-lagged panel study
سال انتشار : 2016
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بخشی از مقاله انگلیسی:
2. Method
2.1. Sample and Procedure This study employed longitudinal data collected on two occasions (2011 and 2014). The three-year time interval was based on practical arrangements and thus could not be influenced by the researchers. In 2011 a survey questionnaire was mailed to 20,471 employees in 87 Finnish organizations of different industries that had volunteered to participate in the study. Of these 87 organizations, 28 (N = 6989) volunteered to take part again in 2014. The large drop-out rate of organizations was largely due to organizational changes that they had undergone, or practical reasons, such as other surveys that were simultaneously taking place. The employees who responded to the questionnaire in 2011, and were still employed by the respective organization, were invited to participate again in 2014. The response rates were 56% in 2011 (N = 11,471), and 55% in 2014 (N = 3831). Participation in the survey was voluntary, and respondents were not given any incentives to participate. The anonymity of the data was assured and emphasized. No information that could be used to identify the respondent (e.g. name, profession, organizational position) was included in the questionnaire. Responses from two time points were paired using individually assigned codes. Each organization had assigned a contact person, who was instructed to distribute information on the study, and to remind and encourage the personnel to fill out the questionnaire. They did not interfere with the process in any way. Respondents mailed the questionnaires directly to the researchers to ensure confidentiality. This study focused on the respondents who participated in the survey at both times (N = 2334) and were employed by the same organization throughout the three-year follow-up period. We used a sample of highly educated (i.e. college and university educated) employees (N = 1635) in various occupations from all 28 public and private sector organizations. The mean age of the sample was 46 (SD = 9.11 years), 85% were female, and 91% were employed on a permanent job contract. Over half of the respondents (58%) worked as professionals (e.g. nurses, and pharmacists) or specialized professionals (e.g. doctors, teachers, and researchers), 22% worked as clerks and officials, 11% worked in sales and services, and 9% occupied a managerial position. The respondents worked 37 h a week (SD = 6.47 h) on average, and mean tenure was 11 years (SD = 9.66 years). Female employees were overrepresented (85% vs. 58%) in our sample compared to the highly educated employees in the total Finnish working population (Official Statistics of Finland, 2015). This may be partially explained by the large number of participant organizations that provided health and social services (N = 18), in which 88% of employees are female in Finland. In addition, employees aged 45 years or over were overrepresented compared to the total working population (59% vs. 46%; Official Statistics of Finland, 2015). Thus, our sample was not representative of the highly educated working population in Finland, as it included relatively more women and older workers. A comparison between the highly educated employees who participated at both times and those who participated at only T1 (N = 5773) revealed only minor differences between the two groups concerning the study variables, job contracts, and demographics (i.e. gender, age). Respondents who participated at both times experienced job boredom slightly less often than those who participated at only T1 (job boredom: 1.0 vs. 1.1, p b 0.001). In addition, there were more male respondents among those who participated at T1 than among those who participated at both times (22% vs. 15%), and those who participated at T1 were more likely to have fixed-term contracts (15% vs. 9%). As the participants did not differ on the basis of any other study variables, it seems unlikely that these differences significantly biased our results.
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کلمات کلیدی:
Bored In The Office: Is It The New Productivity Killer? - Forbes https://www.forbes.com/sites/.../bored-in-the-office-is-it-the-new-productivity-killer/ May 31, 2012 - A recent headline asks, Is workplace boredom 'the new stress? ... 71% of American workers are either not engaged or actively disengaged from their jobs, with highly educated ... The Fatigue Solution: How To Increase Your Energy In Eight Easy Steps ... If it's boring work, it just becomes more burdensome. Employee engagement, boredom and frontline construction workers ... https://www.ncbi.nlm.nih.gov/pubmed/26616016 by JW Whiteoak - 2016 - Cited by 2 - Related articles Nov 23, 2015 - Employee engagement, boredom and frontline construction workers ... is applied to understand and improve safety in sociotechnical systems. Emotions and Identity - Page 260 - Google Books Result https://books.google.com/books?isbn=1787144380 W. J. Zerbe - 2017 - Emotions Proactive work behavior: Forward-thinking and changeoriented action in organizations. ... Can job crafting reduce job boredom and increase work engagement? Job crafting, work engagement, and psychological distress among ... https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5301445/ by A Sakuraya - 2017 - Related articles Feb 10, 2017 - For psychological distress, increasing structural job resources was ... are negatively related to burnout and work-related boredom [7, 15].
