The effects of a job crafting intervention on the success of an organizational change effort in a blue‐collar work environment

The current study in a blue‐collar context investigates whether a job crafting intervention may facilitate employee adaptation to organizational change, while decreasing exhaustion and increasing positive attitudes towards change and safety behaviour. It was hypothesized that the intervention would...

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Bibliographic Details
Published in:	Journal of occupational and organizational psychology Vol. 94; no. 2; pp. 374 - 399
Main Authors:	Demerouti, Evangelia, Soyer, Luc M. A., Vakola, Maria, Xanthopoulou, Despoina
Format:	Journal Article
Language:	English
Published:	Leicester British Psychological Society 01-06-2021
Subjects:	Adaptation Attitudes Behavior change change attitude Cognitive-behavioral factors Fatigue Intervention job crafting Leadership Occupational psychology Organizational change Quasi-experimental methods Safety behaviour Work environment
Online Access:	Get full text
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Summary:	The current study in a blue‐collar context investigates whether a job crafting intervention may facilitate employee adaptation to organizational change, while decreasing exhaustion and increasing positive attitudes towards change and safety behaviour. It was hypothesized that the intervention would increase job crafting behaviours (i.e., seeking resources, seeking challenges, and optimizing demands) resulting in decreased employee exhaustion, and improved change attitudes and employee safety behaviour (i.e., adherence to organization’s standard operating procedures). The quasi‐experimental study revealed that, after the intervention (consisting of a workshop, four weeks of job crafting implementation, and an evaluative session), employees reported an increase in two of the three trained job crafting strategies (i.e., seeking challenges, optimizing demands). Moreover, those who participated in the intervention reported lower levels of exhaustion, improved cognitive and behavioural attitudes towards change, and increased safety behaviour. The intervention was found to improve the affective, cognitive, and behavioural components of a change attitude due to increases in seeking challenges. Results were similar after controlling for quality information and leadership behaviour during the change. It is concluded that a job crafting intervention and resulting job crafting behaviour can be an effective way to achieve successful adaptation to organizational change.
ISSN:	0963-1798 2044-8325
DOI:	10.1111/joop.12330