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| Job Crafting Scale× | Job Demands-Resources Scale× | |
|---|---|---|
| Fachgebiet | Organisationsverhalten | Organisationsverhalten |
| Familie≠ | Latent structure | Process / pipeline |
| Entstehungsjahr | 2001 | 2001 |
| Urheber≠ | Amy Wrzesniewski & Jane Dutton; Maria Tims, Arnold Bakker & Daantje Derks | Evangelia Demerouti and Arnold B. Bakker |
| Typ≠ | Proactive work-redesign measurement scale | Self-report questionnaire |
| Wegweisende Quelle≠ | Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a job: Revisioning employees as active crafters of their work. Academy of Management Review, 26(2), 179-201. DOI ↗ | Bakker, A. B., & Demerouti, E. (2007). The Job Demands-Resources model: state of the art. Journal of Managerial Psychology, 22(3), 309-328. DOI ↗ |
| Aliasnamen≠ | JCS, Job Crafting Questionnaire, Tims-Bakker-Derks Job Crafting Scale, JD-R Job Crafting Measure | JDRS, JD-R Questionnaire |
| Verwandt≠ | 3 | 5 |
| Zusammenfassung≠ | The Job Crafting Scale measures the proactive, self-initiated changes employees make to their own jobs, a construct introduced by Amy Wrzesniewski and Jane Dutton in 2001. Where classic work-design theory treated jobs as fixed structures handed down by managers, job crafting reframes employees as active agents who reshape the task, relational, and cognitive boundaries of their work to make it more meaningful and engaging. The most widely used psychometric instrument, the Job Crafting Scale of Maria Tims, Arnold Bakker, and Daantje Derks (2012), operationalizes crafting within the Job Demands-Resources framework as four behaviors: increasing structural resources, increasing social resources, increasing challenging demands, and decreasing hindering demands. The scale yields a validated, multidimensional self-report measure whose factor structure and reliability have been established across samples and languages. It has become the standard tool for studying how bottom-up job redesign relates to engagement, performance, and well-being. | The Job Demands-Resources Scale (JDRS) is a multidimensional assessment instrument based on the Job Demands-Resources (JD-R) model, developed by Demerouti and Bakker in 2001. It measures the balance between job demands (workload, time pressure, emotional demands) and resources (autonomy, support, opportunities for growth) that shape employee well-being, engagement, and burnout risk. The JDRS has become central to occupational health research and practice. |
| ScholarGateDatensatz ↗ |
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