Document Tag:

Job Attitudes; Turnover; and Retention

Showing: 21 - 23 of 23 RESULTS
Getting crafty: Towards a better understanding of job crafting in the Job Demands-Resources model

Getting crafty: Towards a better understanding of job crafting in the Job Demands-Resources model

This study responded to a call for research by Bakker and Demerouti (2017) to continue improving the JD-R model by expanding the model to include less-studied variables and using better research designs. Specifically, we tested job crafting as part of a feedback loop in the job resources path of the model, and we tested competing models of the directional relationship between job crafting and work engagement. The results support a unidirectional relationship between work engagement and job crafting. This study offered several theoretical implications and considerations that can be used to develop and improve future research studies testing job crafting in the JD-R model.

A Qualitative Exploration of Job Crafting in the Postdoctoral Scholar Occupation

A Qualitative Exploration of Job Crafting in the Postdoctoral Scholar Occupation

The current study is a qualitative exploration of the experience of job crafting among postdoctoral scholars (postdocs) in the STEM fields. The study was designed to uncover ways that postdocs shape their ambiguous roles to create wellbeing and to decrease the stressors that they experience due to the job insecurity that many experience. 32 postdocs were interviewed from November 2020 through April 2021 and qualitative thematic analysis was conducted to identify emergent themes. Themes identified were around the ways postdocs job craft toward their strengths, interests, and development to increase their wellbeing and decrease their stress due to job insecurity.

Testing the Benefits of Increases in Perceived Support

Testing the Benefits of Increases in Perceived Support

We investigated whether increases of perceived support (FSS and POS) were beneficial to employee well-being during the initial weeks of the COVID-19 pandemic. Utilizing random-intercepts cross-lagged panel modeling with 3-wave weekly longitudinal survey data, we tested the within-person changes in employee well-being in response to increases in support. We found limited evidence that organizational supports are efficacious in promoting well-being during the pandemic. We suggest that extreme ecological contexts – such as a pandemic or downsizing – may force scholars and managers to reconsider the type of supports needed.

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