"Job crafting in changing organizations: Antecedents and implications for exhaustion and performance": Correction to Petrou, Demerouti, and Schaufeli (2015).

Abstract

Reports an error in "Job crafting in changing organizations: Antecedents and implications for exhaustion and performance" by Paraskevas Petrou, Evangelia Demerouti and Wilmar B. Schaufeli (Journal of Occupational Health Psychology, 2015[Oct], Vol 20[4], 470-480). In the article, there were misreported variables in one of the figures. The legend for Figure 1 should read "Tested SEM model. χ² = 76.50, df = 30, p .000, CFI = 0.98, TLI = 0.92, GFI = .98, RMSEA = .05, RMR = .05; significant synchronous correlations are displayed without their coefficients for clarity purposes. *p ≤ .05.**p ≤ .01." (The following abstract of the original article appeared in record 2015-12642-001.) The present study addressed employee job crafting behaviors (i.e., seeking resources, seeking challenges, and reducing demands) in the context of organizational change. We examined predictors of job crafting both at the organizational level (i.e., perceived impact of the implemented changes on the working life of employees) and the individual level (i.e., employee willingness to follow the changes). Job crafting behaviors were expected to predict task performance and exhaustion. Two-wave longitudinal data from 580 police officers undergoing organizational changes were analyzed with structural equation modeling. Findings showed that the degree to which changes influence employees' daily work was linked to reducing demands and exhaustion, whereas employee willingness to change was linked to seeking resources and seeking challenges. Furthermore, while seeking resources and seeking challenges were associated with high task performance and low exhaustion respectively, reducing demands seemed to predict exhaustion positively. Our findings suggest that job crafting can act as a strategy of employees to respond to organizational change. While seeking resources and seeking challenges enhance employee adjustment and should be encouraged by managers, reducing demands seems to have unfavorable implications for employees. (PsycINFO Database Record