scholarly journals Leader–member exchange fosters work engagement: The mediating role of job crafting

2017 ◽  
Vol 43 (0) ◽  
Author(s):  
Mirjam Radstaak ◽  
Ayla Hennes
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Job Demands ◽  
Job Crafting ◽  
Job Resources ◽  
Leader Member Exchange ◽  
High Quality ◽  
Work Related ◽  
Member Exchange ◽  
Quality Relationships

Orientation: The right balance between job demands and job resources are essential for employees to bring energy and enthusiasm to work. Employees who experience high-quality relationships with their supervisors may actively craft their job demands and job resources and feel more engaged.Research purpose: The current study examined the associations between leader–member exchange (LMX), job crafting and work engagement. Motivation: This study attempts to gain more insight in the associations between LMX, job crafting and work engagement. It was hypothesised that high-quality relationships with supervisors fosters work engagement because it stimulates employees to craft their jobs by increasing social and structural job resources and challenging job demands and by decreasing hindering job demands.Research approach, design and methodology: Participants (N = 402) working for a leading mail and parcels company in the Netherlands completed questionnaires measuring LMX, work engagement and job crafting. Structural equation modelling was used to examine the hypotheses.Main findings: Increasing social job resources (β = 0.01, SE = 0.00, p < 0.001) and increasing challenging job demands (β = 0.08, SE = 0.04, p < 0.05) were significant mediators in the association between LMX and work engagement. Increasing structural job resources (β = 0.00, SE = 0.00, p = 0.92) and decreasing hindering job demands (β = -0.00, SE 0.00, p = 0.09) were not significant mediators.Practical and managerial implications: Supervisors who are capable of building high-quality relationships with their employees based on trust, respect and loyalty will foster a positive, fulfilling work-related state of mind among employees because they are more willing to proactively craft a challenging and resourceful work environment.Contribution or value-add: The findings of this study showed the importance of high-quality relationships with supervisors and were unique in examining the association between LMX and job crafting.

scholarly journals Job crafting and its impact on work engagement and job satisfaction in mining and manufacturing

2016 ◽  
Vol 19 (3) ◽  
pp. 400-412 ◽  
Author(s):  
Leon T De Beer ◽  
Maria Tims ◽  
Arnold B Bakker
Keyword(s):  
Job Satisfaction ◽  
Factor Structure ◽  
Work Engagement ◽  
Structural Equation ◽  
Discriminant Validity ◽  
Job Demands ◽  
Job Crafting ◽  
Job Resources ◽  
Primary Data ◽  
Cross Sectional Survey

The purpose of this study was to investigate job crafting and its relationship with work engagement and job satisfaction within the South African context. This research is important as job crafting has been shown to have a positive influence on employee motivation. A cross-sectional survey design was used to collect primary data from organisations in the mining and manufacturing industries of South Africa (N = 470). The results of multi-group structural equation modelling showed that the original four-factor structure of the job crafting scale was supported by the data, but that a three-factor structure was necessary due to a discriminant validity concern regarding two job crafting dimensions. Regression results revealed that increasing structural job resources with challenging job demands, and increasing social job resources were significant predictors of work engagement in both groups. Contrary to expectations decreasing hindering job demands was a negative predictor of job satisfaction in the mining group. Furthermore, increasing social job resources was also a significant predictor of job satisfaction in both groups. This study indicates the importance of job crafting for work engagement and job satisfaction in organisations.

scholarly journals The Relationship Between Job Crafting, Work Engagement, and Performance: A Meta-Analysis.

2019 ◽  
Author(s):  
Benedikt Alexander Schuler ◽  
Carmen Binnewies ◽  
Paul - Christian Bürkner
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Meta Analysis ◽  
Job Demands ◽  
Job Crafting ◽  
Job Resources ◽  
Equation Modelling ◽  
Study Results ◽  
And Performance ◽  
The Relationship

Although much research on the relationship between job crafting, work engagement, and performance has been conducted, mainly building on the job demands-resources (JD-R) model, it is still unclear whether work engagement mediates the relationship between the job crafting dimensions and performance as assumed by the JD-R model. To test this we statistically integrated 44 primary studies via random effects meta-analysis and examined the assumed mediation through work engagement via meta-analytic structural equation modelling. Moreover, we conducted exploratory moderator analyses to identify systematic variations in the relationships under study. Results showed that increasing structural and social job resources, as well as increasing challenging job demands were positively related to work engagement and performance, whereas decreasing hindering job demands was negatively related to work engagement and unrelated to performance. The relationships between job crafting practices and performance were mediated by work engagement to various extents. Exploratory moderator analyses demonstrated that the employees’ culture (individualistic vs. collectivistic) consistently moderated the relationships under study.

Compensatory Coping Through the Extension of Working Hours

2019 ◽  
Vol 63 (3) ◽  
pp. 115-128 ◽  
Author(s):  
Maie Stein ◽  
Sylvie Vincent-Höper ◽  
Nicole Deci ◽  
Sabine Gregersen ◽  
Albert Nienhaus
Keyword(s):  
Job Demands ◽  
Working Hours ◽  
Well Being ◽  
Leader Member Exchange ◽  
Workplace Health ◽  
High Quality ◽  
Data Analyses ◽  
Member Exchange ◽  
The Relationship ◽  
Advance Knowledge

Abstract. To advance knowledge of the mechanisms underlying the relationship between leadership and employees’ well-being, this study examines leaders’ effects on their employees’ compensatory coping efforts. Using an extension of the job demands–resources model, we propose that high-quality leader–member exchange (LMX) allows employees to cope with high job demands without increasing their effort expenditure through the extension of working hours. Data analyses ( N = 356) revealed that LMX buffers the effect of quantitative demands on the extension of working hours such that the indirect effect of quantitative demands on emotional exhaustion is only significant at low and average levels of LMX. This study indicates that integrating leadership with employees’ coping efforts into a unifying model contributes to understanding how leadership is related to employees’ well-being. The notion that leaders can affect their employees’ use of compensatory coping efforts that detract from well-being offers promising approaches to the promotion of workplace health.

scholarly journals Employees’ Job Characteristics and Job Crafting Behavior: The Mediating Role of Perceived Opportunities to Craft

2018 ◽  
Vol 8 (4) ◽  
pp. 65
Author(s):  
Jessica Van Wingerden ◽  
Rob Poell
Keyword(s):  
Health Care Professionals ◽  
Structural Equation ◽  
Job Demands ◽  
Job Characteristics ◽  
Job Crafting ◽  
Job Resources ◽  
Mediating Role ◽  
Dutch Health ◽  
The Relationship

The present study was designed to gain knowledge about the relationship between job characteristics in the workplace (job demands and job resources), employees’ perceived opportunities to craft, and subsequently their actual job crafting behavior. Specifically, the potential mediating role of perceived opportunities to craft could shed better light on the mechanisms that lead employees to job craft in the context of particular work characteristics. We collected data among a group of Dutch health care professionals working in an organization that offers care for patient with mental disabilities (N=522). Participants of the study reported their job demands; workload, emotional demands and work-home interference, their job resources; role clarity, communication and team cohesion, their perceived opportunities to craft, and their job crafting behavior. We tested the hypothesized antecedents of job crafting perceptions and behavior model with structural equation modelling (SEM) analyses. Results indicated that perceived opportunities to craft mediates the relationship between job resources and employees actual job crafting behavior. The insights provided in this study do not only build on job crafting literature but are also helpful to understand which aspects of the workplace influence employees’ job crafting behavior. Therefore, these insights may be useful for the deliberate cultivation of job crafting behavior within organizations.

Leader mindfulness and employee creativity: The importance of leader–member exchange

2021 ◽  
Vol 49 (9) ◽  
pp. 1-9
Author(s):  
Huwa Tan ◽  
Zhou Wang ◽  
Jiaxin Huang
Keyword(s):  
Structural Equation Modeling ◽  
Structural Equation ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Manufacturing Companies ◽  
Employee Creativity ◽  
High Quality ◽  
Member Exchange ◽  
The Impact

The main objective of this study was to clarify the mechanisms through which leader mindfulness enhances employee creativity, and we proposed that leader–member exchange (LMX) would act as a mediator of this relationship. To test our hypotheses we conducted a survey with 329 subordinates and 51 supervisors employed at three large manufacturing companies in China. The results of structural equation modeling show that the association of leader mindfulness with employee creativity was positive, and that LMX partially mediated this link. This study provides useful insights in explaining the impact that leader mindfulness has on employee creativity by focusing on LMX as a mediator. Our findings indicate that organizations should take leader mindfulness into account, and that managerial interventions should be implemented to establish high-quality LMX relationship.

scholarly journals Using the Job Demands–Resources Model to Evaluate Work-Related Outcomes Among Norwegian Health Care Workers

SAGE Open ◽  
2020 ◽  
Vol 10 (3) ◽  
pp. 215824402094743
Author(s):  
Sabine Kaiser ◽  
Joshua Patras ◽  
Frode Adolfsen ◽  
Astrid M. Richardsen ◽  
Monica Martinussen
Keyword(s):  
Job Satisfaction ◽  
Health Care ◽  
Service Quality ◽  
Health Care Professionals ◽  
Turnover Intention ◽  
Structural Equation ◽  
Job Demands ◽  
Well Being ◽  
Job Resources ◽  
Work Related

The job demands-resources (JD-R) model was used to evaluate work-related outcomes among 489 health care professionals working in public health services for children and their families in Norway. In accordance with the JD-R model, the relationship of job demands and job resources with different outcomes (turnover intention, job satisfaction, and service quality) should be mediated through burnout and engagement. The results of the multilevel structural equation model analysis indicated good model fit: The χ2/degrees of freedom ratio was 1.54, the root mean square error of approximation was .033, and the Tucker Lewis index and comparative fit index were both .92. Job demands were positively associated with burnout; job resources were positively related to engagement and negatively related to burnout. Burnout was positively related to turnover intention and negatively related to job satisfaction and service quality. Engagement was inversely related to the outcome variables. Both job demands and job resources are important predictors of employee well-being and organizational outcomes.

An investigation of the relationship between lean and well-being based on the job demands-resources model

2019 ◽  
Vol 39 (12) ◽  
pp. 1295-1322 ◽  
Author(s):  
Andrea Roberto Beraldin ◽  
Pamela Danese ◽  
Pietro Romano
Keyword(s):  
Problem Solving ◽  
Work Engagement ◽  
Structural Equation ◽  
Job Demands ◽  
Well Being ◽  
Conclusive Evidence ◽  
Job Resources ◽  
Content Type ◽  
Positive Effects

Purpose The purpose of this paper is to investigate how just-in-time (JIT)-related job demands, problem-solving job demands and soft lean practices (SLPs) jointly influence employee well-being in terms of work engagement and exhaustion. Design/methodology/approach Based on the job demands-resources model, lean-related job characteristics were classified as resources or demands, and a set of hypotheses was developed to test their effect on work engagement and exhaustion, including the potential interaction between job resources and demands. The hypotheses were tested using moderated hierarchical regression and structural equation modelling, based on data from 138 workers. Findings SLPs act as job resources in a lean company, increasing work engagement and reducing exhaustion. Conversely, JIT-related job demands act as a hindrance, reducing work engagement and increasing exhaustion. However, SLPs can reduce the effect of JIT-related job demands on exhaustion, and JIT-related job demands may enhance the positive effects of SLPs on work engagement. Research limitations/implications The study provides no conclusive evidence on the hypothesized role of problem-solving as a challenge job demand. Practical implications The results can guide practitioners’ understanding of how to implement lean without harm to employee well-being. Originality/value By employing a well-grounded psychological model to test the link between lean and well-being, the study finds quantitative support for: the buffering effect of SLPs on exhaustion caused by JIT-related job demands, and for the role of JIT as a hindrance. These novel findings have no precedent in previous survey-based research. In addition, it reveals the importance of studying SLPs at an individual level, as what matters is the extent to which workers perceive SLPs as useful and supportive.

scholarly journals Leader-member exchange affects work engagement: The role of psychological well-being mediation

2019 ◽  
Vol 4 (1) ◽  
pp. 95
Author(s):  
Winny Yus Permatasari ◽  
Fendy Suhariadi
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Well Being ◽  
Partial Least Square ◽  
Civil Servants ◽  
Least Square ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Psychological Well Being ◽  
Member Exchange

Work engagement has a contribution to the success of an organization. Governmental institutions are often criticized for showing less satisfying performance and less effective services due to the misconducts of the civil servants such as coming late to work, leaving at working hours, and being less enthusiastic at work. This study aimed to examine civil servants' working conditions using three variables, namely leader-member exchange, psychological well-being, and work engagement. The measuring tools used referred to the Leader-Member Exchange Multidimensional (Liden &amp; Maslyn, 1998), Psychological Well-being Scale (Ryff, 1989) and Utrecht Work Engagement Scale (Schaufeli &amp; Bakker, 2004). There were 80 civil servants involved in this study as the subjects. They were selected using simple random sampling technique. Statistical techniques used in this study Structural Equation Modeling-Partial Least Square (SEM-PLS) with Warp PLS 5.0 Software. The result indicated that the three variables had a positive correlation with one another, and psychological well-being mediated the influence of leader-member exchange on work engagement.

scholarly journals THE EFFECT OF EMPOWERING LEADERSHIP ON INTRINSIC MOTIVATION: THE ROLE OF PSYCHOLOGICAL EMPOWERMENT AS A MEDIATION

2020 ◽  
Vol 2 (2) ◽  
Author(s):  
Venita Putri Utami ◽  
Muhammad Zakiy
Keyword(s):  
Employee Engagement ◽  
Work Engagement ◽  
Structural Equation ◽  
Positive Impact ◽  
Employee Performance ◽  
Positive Influence ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Cross Sectional ◽  
Member Exchange

Closeness and compatibility between leaders and subordinates significantly affect the comfort of work, which results in employee performance. Through satisfaction in working, it can create employee engagement, which can contribute to improving employee performance. This study aims to determine the effect of leader-member exchange and personal supervisor fit on employee performance mediated by work engagement on Syariah Bank employees in the Special Region of Yogyakarta. The sample in this study amounted to 132 employees using purposive sampling techniques whose data collection uses cross-sectional analysis with the level of analysis of individual samples. This research uses Structural Equation Modeling (SEM) to analyze the data. The results showed that the leader-member exchange and person supervisor fit had a positive effect on work engagement, and work engagement had a positive impact on employee performance. Also, this study demonstrates that work engagement is able to mediate the positive influence of leader-member exchange and person supervisor fit on employee performance. For this reason, it can be said that work engagement is an antecedent that shapes employee performance, which is preceded by leader-member exchange and person supervisor fit.

Leader-member exchange, work engagement, and job performance

2015 ◽  
Vol 30 (7) ◽  
pp. 754-770 ◽  
Author(s):  
Kimberley Breevaart ◽  
Arnold B. Bakker ◽  
Evangelia Demerouti ◽  
Machteld van den Heuvel
Keyword(s):  
Social Support ◽  
Job Performance ◽  
Work Environment ◽  
Work Engagement ◽  
Job Resources ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange ◽  
Developmental Opportunities

Purpose – The purpose of this paper is to examine the process through which leader-member exchange (LMX) is related to followers’ job performance. Integrating the literature on LMX theory and resource theories, the authors hypothesized that the positive relationship between LMX and employee job performance is sequentially mediated by job resources (autonomy, developmental opportunities, and social support) and employee work engagement. Design/methodology/approach – In total, 847 Dutch police officers filled out an online questionnaire. Multilevel structural equation modeling was used to test the hypothesized relationships and to account for the nesting of employees in teams. Findings – Employees in high-quality LMX relationships work in a more resourceful work environment (i.e. report more developmental opportunities and social support, but not more autonomy). This resourceful work environment, in turn, facilitates work engagement and job performance. Research limitations/implications – Because of the research design, it is difficult to draw conclusions about causality. Future research may test the newly proposed relationship using a longitudinal or daily diary design. Practical implications – This study emphasizes the value of high-LMX relationships for building a resourceful environment. In turn, this resourceful environment has important implications for employees’ work engagement and job performance. Originality/value – This study examines LMX as a more distal predictor of employee job performance and examines a sequential underlying mechanism to explain this relationship. Furthermore, this paper explicitly examined job resources as a mediator in the relationship between LMX and employee job performance.

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