Workaholism vs. work engagement: the two different predictors of future well-being and performance.

PURPOSE: This study investigated the distinctiveness of two types of heavy work investment (i.e., workaholism and work engagement) by examining their 2-year longitudinal relationships with employee well-being and job performance. Based on a previous cross-sectional study by Shimazu and Schaufeli (Ind Health 47:495-502, 2009) and a shorter term longitudinal study by Shimazu et al. (Ind Health 50:316-21, 2012; measurement interval = 7 months), we predicted that workaholism predicts long-term future unwell-being (i.e., high ill-health and low life satisfaction) and poor job performance, whereas work engagement predicts future well-being (i.e., low ill-health and high life satisfaction) and superior job performance. METHOD: A two-wave survey was conducted among employees from one Japanese company, and valid data from 1,196 employees was analyzed using structural equation modeling. T1-T2 changes in ill-health, life satisfaction, and job performance were measured as residual scores, which were included in the structural equation model. RESULTS: Workaholism and work engagement were weakly and positively related to each other. In addition, and as expected, workaholism was related to an increase in ill-health and to a decrease in life satisfaction. In contrast, and also as expected, work engagement was related to increases in both life satisfaction and job performance and to a decrease in ill-health. CONCLUSION: Although workaholism and work engagement are weakly positively related, they constitute two different concepts. More specifically, workaholism has negative consequences across an extended period of 2 years, whereas work engagement has positive consequences in terms of well-being and performance. Hence, workaholism should be prevented and work engagement should be stimulated.

Job crafting, work engagement, and psychological distress among Japanese employees: a cross-sectional study.

BACKGROUND: Job crafting, an employee-initiated job design/redesign, has become important for employees' well-being. However, most studies on the relationship between job crafting and employees' well-being have been conducted in western countries; thus, it is unclear whether job crafting can be effectively applied to Asian cultures, such as Japan, which emphasizes group harmony. The aim of this study was to examine the cross-sectional associations of self-reported job crafting with work engagement and psychological distress among employees in Japan. METHOD: A questionnaire survey through the internet was conducted among all employees of a manufacturing company in Japan. We analyzed the data from 894 respondents, all employees with regular employment. Job crafting, work engagement, and psychological distress were assessed using the Japanese version of the Job Crafting Questionnaire, the Japanese version of the Utrecht Work Engagement Scale (UWES), and the Brief Job Stress Questionnaire (BJSQ), respectively. RESULT: Hierarchical multiple regression showed that increasing structural job resources, social job resources, and challenging job demands was significantly and positively associated with work engagement (ß = 0.31, p < 0.001; ß = 0.14, p < 0.001; ß = 0.36, p < 0.001, respectively). For psychological distress, increasing structural job resources was significantly and negatively associated with psychological distress (ß = -0.15, p < 0.001). CONCLUSION: Our study suggests that increasing structural job resources is associated with higher work engagement and lower psychological distress. In addition, increasing social job resources and challenging job demands are also associated with higher work engagement.

Validation of the Japanese version of the job crafting scale.

OBJECTIVES: The aim of this study was to validate the Japanese version of the job crafting scale (JCS-J). JCS measures four independent job crafting dimensions, namely increasing structural job resources, decreasing hindering job demands, increasing social job resources, and increasing challenging job demands. METHODS: The translated and back-translated JCS-J questionnaires were administered online to 972 employees of a Japanese manufacturing company. The data were then divided into independent explorative and confirmative samples. Exploratory and confirmatory factor analyses were performed to evaluate the factorial validity of JCS-J. The relationship with potential consequences of job crafting (e.g., job demands, job resources, and psychological well-being) was investigated to evaluate construct validity. Internal consistency was examined to evaluate the reliability of the four JCSs. RESULTS: An exploratory factor analysis extracted a five-factor solution. Decreasing hindering job demands was further split into two separate dimensions supporting a five- rather than four-factor structure. A series of confirmatory factor analyses revealed that the modified five-factor model that allows covariance between items fits the data best. Construct validity was generally supported by the expected correlations of each job crafting dimension with each corresponding job resource (+), job demand (+), and psychological well-being (+). Cronbach's α coefficient was sufficient for each of the four dimensions of job crafting (α ranged between 0.76 and 0.90). CONCLUSIONS: This study confirmed that JCS-J is an adequate measure of job crafting that can be used in the Japanese context.