The function of managers’ job crafting in their subordinates’ role overload and role ambiguity.
Master thesis
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Date
2019Metadata
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- Master of Science [1800]
Abstract
This study builds on the literature from the research area of job crafting and job
demands-resources perspective. It advances the current knowledge of the topic of
job crafting with its possible disadvantages by taking a perspective of a person
subordinate towards the one who engages in job crafting behaviours. The results
of the conducted study do not signify the relationship between the perception of
managers’ job crafting behaviours and how these affect subordinates’ role.
However, when job crafting behaviours are split into subcategories, they affect
subordinates’ role overload and ambiguity differently than when measured as a
single variable. Additionally, subordinates with proactive personality tend to cope
better with handling role overload, but worse with handling role ambiguity.
Limitations to the study as well as suggestions for further research and practical
implications discussing work-related stress management are discussed.
Description
Masteroppgave(MSc) in Master of Science in Business, Leadership and Change - Handelshøyskolen BI, 2019