10. Leadership and Job Crafting Flashcards Preview

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Flashcards in 10. Leadership and Job Crafting Deck (32)
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1
Q

Job Crafting represents

A

Proactive employee behavior and a bottom-up job redesign approach

2
Q

Job crafting

A

The actions employees take to shape, mold, and redefine their jobs

3
Q

Job crafting contributes to organizations when

A

There is an alignment with organizational objectives

4
Q

Job crafting occurs on

A

A daily basis: the job is being re-created or crafted all the time.

5
Q

Job Demands-Resources (JD-R) Theory

A

Job characteristics can always be classified into two categories:

1) Job Demands
2) Job Resources

6
Q

Job Crafting (JD-R definition)

A

The self-initiated behaviors of employees to make changes in their level of job demands or job resources

7
Q

Job demands

A

Physical, psychological, social or organizational aspects of the job that require sustained physical and/or psychological (cognitive and emotional) effort or skills; and are therefore associated with certain physiological and/or psychological costs.

8
Q

Job resources

A

Physical, psychological, social or organizational aspects of the job that are either/or:

1) Functional in achieving work goals
2) Reduce job demands and the associated physiological and psychological costs
3) Stimulate personal growth, learning and development

9
Q

Most common predictors of reduced health

A

Job demands

10
Q

Most common predictors of work motivation

A

Job resources

11
Q

Job crafting

A

Proactive employee behavior consisting of seeking resources, seeking challenges, and reducing demands

12
Q

Expansion-oriented job crafting

A

Increasing the number and complexity of tasks and interaction with others

13
Q

Contraction-oriented job crafting

A

Reducing complexity of the tasks or limiting the number of relationships at work

14
Q

Team-level job crafting

A

Team members (rather than individual agents) jointly determine how to alter task and relational boundaries in order to meet their common goals

15
Q

Dimensions of job crafting

A

1) Increasing structural job resources
2) Increasing social job resources
3) Increasing challenging job demands
4) Decreasing hindering job demands

16
Q

Individual outcomes of job crafting

A

Immediate: work engagement, need satisfaction.

Long-term: work meaning and identity, person-job fit.

17
Q

Organizational outcomes of job crafting

A

Immediate: Job satisfaction, job performance.

Long-term: Organizational commitment, job design.

18
Q

Leaders can stimulate job crafting by

A

1) Developing personal resources of employees
2) Designing resourceful jobs with urgency to craft
3) Promoting employee’s organizational identification
4) Building a trusting, open, and supportive work climate

19
Q

Tangible resources that leaders can give

A

Empowerment, training opportunities, and decision latitude

20
Q

Intangible resources that leaders can give

A

Work-related information, feedback, knowledge, and experience

21
Q

A job with resources might not be enough to job craft, there should also be

A

Urgency: high demands.

22
Q

Leader secure-base support (leader availability, encouragement, and noninterference) predicted

A

Employee’s proactive work behavior through promoting their self-efficacy and autonomous motivation.

23
Q

Two major factors that may affect the extent to which low-rank employees craft their jobs

A

1) Job constraints

2) Lack of power

24
Q

Empowering leadership

A

Enhancing the significance of the work, fostering participation in decision making, expressing confidence in high performance, and providing autonomy from bureaucratic constraints

25
Q

Empowered employees feel that

A

1) Their work is personally important (meaningful)
2) They have freedom to choose how to initiate and perform work tasks (self-determination)
3) They have the ability to successfully perform work tasks (self-efficacy)
4) They are able to make a difference in work outcomes (impact)

26
Q

Moderators between leadership and job crafting

A

1) Power distance
2) Proactive personality
3) Individual temperament

27
Q

Approach temperament

A

Neurophysiological sensitivity towards positive stimuli (reward) accompanied by a behavioral predisposition towards such stimuli.

Seeking resources and challenges.

28
Q

Avoidance approach temperament

A

Neurophysiological sensitivity towards negative or undesirable stimuli (punishment) accompanied by a behavioral predisposition away from such stimuli.

Reducing demands.

29
Q

Transformational leadership

A

May stimulate the pursuit of approach goals (encouraging personal growth)

30
Q

Transactional leadership

A

May increase the pursuit of avoidance goals (avoiding mistakes)

31
Q

Job characteristics as moderators

A

1) Job autonomy
2) Job uncertainty
3) Workload

32
Q

Job crafters may have a feeling of ownership toward their jobs because

A

1) They feel control over jobs
2) Invest their time and effort into jobs
3) Have intimate knowledge of jobs