Linking strengths-based supervisor feedback to job crafting : the moderating role of self-efficacy
- Author
- Isabeau Van Strydonck (UGent) , Vincent Goossens (UGent) , Arnold B. Bakker, Evangelia Demerouti, Adelien Decramer (UGent) and Mieke Audenaert (UGent)
- Organization
- Project
- Abstract
- Strengths‐based supervisor feedback focuses on identifying, appreciating, and utilizing employees' unique qualities at work.Building on Job Demands‐Resources (JD‐R) theory, we hypothesize that strengths‐based supervisor feedback is positivelyrelated to employee job crafting through employee work engagement. Moreover, we challenge the idea that strengths‐basedsupervisor feedback is equally beneficial to all employees, introducing employees' personal resources (self‐efficacy) as aboundary condition. The results of a time‐separated study using reports from 244 employees showed that T1 strengths‐basedsupervisor feedback was positively related to T3 employee job crafting through T2 work engagement. Moreover, resultsdemonstrated that receiving strengths‐based supervisor feedback was especially important for employees low (vs. high) in self‐efficacy. For employees who already strongly believed in their abilities to successfully perform their work tasks (i.e., who hadhigh levels of self‐efficacy), strengths‐based supervisor feedback did not contribute to their work engagement and job crafting.The indirect effect between strengths‐based supervisor feedback and job crafting via work engagement was replicated ina second time‐separated survey study among 280 employees.
- Keywords
- feedback, job crafting, job demands-resources theory, personal resources, self-efficacy, strengths, strengths-based feedback, personal resource, STRUCTURAL EQUATION MODELS, PERFORMANCE MANAGEMENT, WORK ENGAGEMENT, POSITIVE PSYCHOLOGY, LATENT INTERACTIONS, MEDIATING ROLE, INTERVENTION, LEADERSHIP, METAANALYSIS, FEEDFORWARD
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Citation
Please use this url to cite or link to this publication: http://hdl.handle.net/1854/LU-01K3QVSSQBBQR28JJQNQ1TRJKP
- MLA
- Van Strydonck, Isabeau, et al. “Linking Strengths-Based Supervisor Feedback to Job Crafting : The Moderating Role of Self-Efficacy.” INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT, vol. 33, no. 3, 2025, doi:10.1111/ijsa.70020.
- APA
- Van Strydonck, I., Goossens, V., Bakker, A. B., Demerouti, E., Decramer, A., & Audenaert, M. (2025). Linking strengths-based supervisor feedback to job crafting : the moderating role of self-efficacy. INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT, 33(3). https://doi.org/10.1111/ijsa.70020
- Chicago author-date
- Van Strydonck, Isabeau, Vincent Goossens, Arnold B. Bakker, Evangelia Demerouti, Adelien Decramer, and Mieke Audenaert. 2025. “Linking Strengths-Based Supervisor Feedback to Job Crafting : The Moderating Role of Self-Efficacy.” INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT 33 (3). https://doi.org/10.1111/ijsa.70020.
- Chicago author-date (all authors)
- Van Strydonck, Isabeau, Vincent Goossens, Arnold B. Bakker, Evangelia Demerouti, Adelien Decramer, and Mieke Audenaert. 2025. “Linking Strengths-Based Supervisor Feedback to Job Crafting : The Moderating Role of Self-Efficacy.” INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT 33 (3). doi:10.1111/ijsa.70020.
- Vancouver
- 1.Van Strydonck I, Goossens V, Bakker AB, Demerouti E, Decramer A, Audenaert M. Linking strengths-based supervisor feedback to job crafting : the moderating role of self-efficacy. INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT. 2025;33(3).
- IEEE
- [1]I. Van Strydonck, V. Goossens, A. B. Bakker, E. Demerouti, A. Decramer, and M. Audenaert, “Linking strengths-based supervisor feedback to job crafting : the moderating role of self-efficacy,” INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT, vol. 33, no. 3, 2025.
@article{01K3QVSSQBBQR28JJQNQ1TRJKP,
abstract = {{Strengths‐based supervisor feedback focuses on identifying, appreciating, and utilizing employees' unique qualities at work.Building on Job Demands‐Resources (JD‐R) theory, we hypothesize that strengths‐based supervisor feedback is positivelyrelated to employee job crafting through employee work engagement. Moreover, we challenge the idea that strengths‐basedsupervisor feedback is equally beneficial to all employees, introducing employees' personal resources (self‐efficacy) as aboundary condition. The results of a time‐separated study using reports from 244 employees showed that T1 strengths‐basedsupervisor feedback was positively related to T3 employee job crafting through T2 work engagement. Moreover, resultsdemonstrated that receiving strengths‐based supervisor feedback was especially important for employees low (vs. high) in self‐efficacy. For employees who already strongly believed in their abilities to successfully perform their work tasks (i.e., who hadhigh levels of self‐efficacy), strengths‐based supervisor feedback did not contribute to their work engagement and job crafting.The indirect effect between strengths‐based supervisor feedback and job crafting via work engagement was replicated ina second time‐separated survey study among 280 employees.}},
articleno = {{e70020}},
author = {{Van Strydonck, Isabeau and Goossens, Vincent and Bakker, Arnold B. and Demerouti, Evangelia and Decramer, Adelien and Audenaert, Mieke}},
issn = {{0965-075X}},
journal = {{INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT}},
keywords = {{feedback,job crafting,job demands-resources theory,personal resources,self-efficacy,strengths,strengths-based feedback,personal resource,STRUCTURAL EQUATION MODELS,PERFORMANCE MANAGEMENT,WORK ENGAGEMENT,POSITIVE PSYCHOLOGY,LATENT INTERACTIONS,MEDIATING ROLE,INTERVENTION,LEADERSHIP,METAANALYSIS,FEEDFORWARD}},
language = {{eng}},
number = {{3}},
pages = {{17}},
title = {{Linking strengths-based supervisor feedback to job crafting : the moderating role of self-efficacy}},
url = {{http://doi.org/10.1111/ijsa.70020}},
volume = {{33}},
year = {{2025}},
}
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