THE IMPACT OF PERSONAL RESOURCES AND JOB CRAFTING INTERVENTIONS ON WORK ENGAGEMENT AND PERFORMANCE

This study investigates whether organizational interventions can foster work engagement and improve job performance among primary school teachers. Grounded in the Job Demands–Resources (JD-R) model, the authors hypothesized that interventions targeting personal resources (such as self-efficacy and optimism) and job crafting (proactive changes to job demands and resources) would yield positive outcomes. The researchers employed a quasi-experimental design with four groups: a personal resources intervention group, a job crafting intervention group, a combined intervention group, and a control group. Data were collected from 102 teachers at two time points, separated by six weeks.

The results demonstrate that the personal resources intervention had a positive causal effect on work engagement. While the standalone job crafting intervention did not significantly increase engagement or performance in this sample, the combined intervention—where participants first worked on personal resources and then on job crafting—led to a significant improvement in self-rated job performance. Qualitative interviews revealed that participants found the combined approach complementary, noting that strengthening personal resources provided the confidence necessary to proactively reshape their work environments.

In educational settings characterized by high workloads and burnout, this research provides evidence that organizational interventions can serve as a practical tool for improving employee outcomes. By demonstrating that personal and job resources are malleable and can be enhanced through structured training, the study suggests that senior management can actively foster a more resourceful and productive workplace. The findings highlight the potential of combining psychological development with job design strategies to achieve tangible performance improvements.