Although research has examined the role leaders may play in shaping job re-design behaviors among their subordinates, little is known about the way managers craft their jobs as compared to other employees. In two cross-sectional studies we tested whether organizational rank affects the frequency of job crafting (H1), and to what extent this relationship is mediated via perceived autonomy (H2). Study 1 (N = 267) demonstrated that managers craft their jobs more frequently than non-managers by increasing structural job resources and seeking challenges at work. We also showed that autonomy explains the relationship between organizational rank and the frequency of increasing structural and social job demands, as well as seeking challenges. However, managers did not craft their jobs by decreasing job demands more often than regular employees. In Study 2 (N = 262) we replicated this pattern of results, subsequently
demonstrating that managers with shorter tenure use their autonomy to craft their jobs via decreasing job demands. We discuss the contributions and potential implications of these results.
Ta witryna wykorzystuje pliki cookies do przechowywania informacji na Twoim komputerze. Pliki cookies stosujemy w celu świadczenia usług na najwyższym poziomie, w tym w sposób dostosowany do indywidualnych potrzeb. Korzystanie z witryny bez zmiany ustawień dotyczących cookies oznacza, że będą one zamieszczane w Twoim komputerze. W każdym momencie możesz dokonać zmiany ustawień dotyczących cookies
Informacja
SZANOWNI CZYTELNICY!
UPRZEJMIE INFORMUJEMY, ŻE BIBLIOTEKA FUNKCJONUJE W NASTĘPUJĄCYCH GODZINACH:
Wypożyczalnia i Czytelnia Główna: poniedziałek – piątek od 9.00 do 19.00