Changing Work Engagement : The Longitudinal Effect of a Job Redesign Intervention Among Public Sector Employees (CROSBI ID 240636)
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Podaci o odgovornosti
Hernaus, Tomislav ; Tadić Vujčić, Maja ; Aleksić, Ana
engleski
Changing Work Engagement : The Longitudinal Effect of a Job Redesign Intervention Among Public Sector Employees
Work or employee engagement might be increased through job re-design interventions such as top-down managerial interventions, bottom-up job crafting or bipolar ideals. However, there is a lack of specific under- standing how public-sector employees react on specific top-down interventions aimed for increasing thei r vigor, dedication and absorption. In order to gain more insight into how a top-down (managerial) job re-design intervention could foster work engagement, we conducted a four-wave longitudinal diary study on the sample of white-collar employees and their respective superviso rs from two public-sector organizations. Specifically, we explored the effect of the m anagerial job redesign intervention on public-sector employee work engage- ment between baseline (T1) and post-intervention (T4). We tested a multiple mediator-single outcome model in which a job design intervention influences work enga gement by changing multiple job characteristics. Fi- nally, we also checked for the extent to which chan ge in work engagement can be explained by specific changes in certain job characteristics. Our results sh owed that work engagement of public-sector employees may also be enhanced by redesigning their jobs through a managerial job re-design intervention. Additional insights regarding work engagement and job re- design of public sector employees are given
Work engagement, job design, job interventions, public-sector employees
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