Articles in management magazines and scientific journals

Overview of publications and articles in scientific journals

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

International Journal of Human Resources Studies
September 2018
Jessica van Wingerden & Rob Poell

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.

The Effectiveness of Online Stress Management Training Interventions: A Systematic Literature Review

International Journal of Learning and Development
September 2018
Jessica van Wingerden & Daantje Derks

The central aim of this systematic literature review study was to investigate the effectiveness of online stress management training interventions that aimed to improve employees' well-being. The study focused both on the effectiveness of online stress management training interventions and the sustainability of the intervention effects over time. Within this literature review 18 intervention studies, conducted worldwide among 3085 participants between 2002 and 2017, were evaluated. Methodological quality was examined using the Mixed Methods Appraisal Tool (MATT). In general, the main outcomes showed that most of the interventions turned out to be effective in decreasing employees' levels of stress. In addition, some of these studies also revealed sustainability of intervention effects over time. This suggests that online stress management interventions are a promising tool for organizations to foster employee well-being.

Facilitating interns’ performance: The role of job resources, basic need satisfaction and work engagement

Career Development International
August 2018
Jessica van Wingerden
Daantje Derks
Arnold B. Bakker

The purpose of this paper is to report a study in which central propositions from the job demands-resources (JD-R) theory and self-determination theory (SDT) are used to examine the antecedents of performance during practical internships. The central hypothesis of this study was that job resources foster performance through basic need satisfaction and work engagement (sequential mediation). An empirical multi-source study among Dutch interns and their supervisors in various occupational sectors. The interns reported their level of resources, basic needs satisfaction and work engagement, whereas supervisors rated interns’ task performance (n=1,188 unique supervisor–intern dyads). This study integrates insights of the JD-R theory – by examining the relations between job resources, work engagement and performance – with a central premise of the SDT – which maintains that basic need satisfaction is the fundamental process through which employees’ optimal functioning can be understood. The outcomes of the path analyses revealed that satisfaction of needs indeed accounted for the relationship between job resources and work engagement as supposed in the SDT (Deci and Ryan, 2000). Further, the sequential mediated relation between job resources and performance through basic need satisfaction and work engagement corroborates the JD-R theory (Bakker and Demerouti, 2014).  

Research in the field of work and organizational psychology increasingly highlights the importance of meaningful work. Adding to this growing body of research, this study examined the complex linkage between meaningful work and performance. More specifically, we hypothesized that meaningful work has a positive relationship with an employee’s performance in several and interrelated ways, via employees’ use of strengths, via work engagement, and via strengths use affecting work engagement. We conducted a structural equation modeling on a sample of 459 professionals working at a global operating organization for health technology. The results provided support for the proposed model which showed a better fit than the sequential mediation model and the direct effects model. This indicates that the meaningful work–performance relationship is predicted best by multiple pathways via employees’ use of strengths and work engagement. The main theoretical, practical, and methodological implications of the results are discussed.