Job design, work engagement and innovative work behavior: A multi-level study on Karasek's learning hypothesis

被引：37

作者：

De Spiegelaere, Stan ^{[1
,2
]}

Van Gyes, Guy ^{[2
]}

De Witte, Hans ^{[3
,4
]}

Van Hootegem, Geert ^{[5
]}

机构：

[1] European Trade Union Inst ETUI, Albert II Laan 5, B-1210 Brussels, Belgium

[2] Katholieke Univ Leuven, HIVA, B-3000 Leuven, Belgium

[3] Katholieke Univ Leuven, Fac Psychol & Educ Sci, B-3000 Leuven, Belgium

[4] North West Univ, Vanderbijlpark, South Africa

[5] Katholieke Univ Leuven, CESO, B-3000 Leuven, Belgium

来源：

MANAGEMENT REVUE | 2015年 / 26卷 / 02期

关键词：

job design; innovative behaviour; work engagement; autonomy; time pressure;

D O I：

10.1688/mrev-2015-02-DeSpiegelaere

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

As employees' behaviour is a crucial factor for organizational success, the question on how to promote the engagement of employees in their work and boost their implication in the innovation process is central for companies. In this article we study this question building on the Karasek model suggesting that employees in jobs with high autonomy and time pressure will be more engaged and more innovative. The results of the multi-level regression analyses confirm that such a combination is associated with high employee innovation. For work engagement, the job autonomy helps in buffering the negative effects of time pressure.

引用

页码：123 / 137

页数：15

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