Reports an error in "Job crafting in changing organizations: Antecedents and implications for exhaustion and performance" by Paraskevas Petrou, Evangelia Demerouti and Wilmar B. Schaufeli (Journal of Occupational Health Psychology, 2015[Oct], Vol 20[4], 470-480). In the article, there were misreported variables in one of the figures. The legend for Figure 1 should read "Tested SEM model. χ² = 76.50, df = 30, p .000, CFI = 0.98, TLI = 0.92, GFI = .98, RMSEA = .05, RMR = .05; significant synchronous correlations are displayed without their coefficients for clarity purposes. *p ≤ .05.**p ≤ .01." (The following abstract of the original article appeared in record 2015-12642-001.) The present study addressed employee job crafting behaviors (i.e., seeking resources, seeking challenges, and reducing demands) in the context of organizational change. We examined predictors of job crafting both at the organizational level (i.e., perceived impact of the implemented changes on the working life of employees) and the individual level (i.e., employee willingness to follow the changes). Job crafting behaviors were expected to predict task performance and exhaustion. Two-wave longitudinal data from 580 police officers undergoing organizational changes were analyzed with structural equation modeling. Findings showed that the degree to which changes influence employees' daily work was linked to reducing demands and exhaustion, whereas employee willingness to change was linked to seeking resources and seeking challenges. Furthermore, while seeking resources and seeking challenges were associated with high task performance and low exhaustion respectively, reducing demands seemed to predict exhaustion positively. Our findings suggest that job crafting can act as a strategy of employees to respond to organizational change. While seeking resources and seeking challenges enhance employee adjustment and should be encouraged by managers, reducing demands seems to have unfavorable implications for employees. (PsycINFO Database Record

中文翻译：

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对Petrou，Demerouti和Schaufeli的更正（2015）。

报告了Paraskevas Petrou，Evangelia Demerouti和Wilmar B. Schaufeli撰写的“不断变化的组织中的工作创造：精疲力竭和绩效的前因及其影响”（职业健康心理学杂志，2015年[Oct]，第20卷[4]，470- 480）。在本文中，其中一张图中存在错误报告的变量。图1的图例应显示为“经测试的SEM模型。χ²= 76.50，df = 30，p .000，CFI = 0.98，TLI = 0.92，GFI = .98，RMSEA = .05，RMR = .05；显着的同步相关性为了清楚起见，显示时不带系数。* p≤.05。** p≤.01。” （原始文章的以下摘要出现在记录2015-12642-001中。）本研究针对员工的工作制作行为（即，寻求资源，寻求挑战，和减少需求）。我们在组织级别（即，已实施的变更对员工的工作寿命的影响）和个人级别（即，员工愿意接受这些变更）中检查了工作制定的预测因素。预计工作制定行为会预测任务的执行情况和疲劳程度。使用结构方程模型分析了来自580名正在经历组织变革的警察的两波纵向数据。研究结果表明，变化影响员工日常工作的程度与减少需求和疲惫有关，而员工的变化意愿与寻求资源和寻求挑战有关。此外，虽然寻求资源和寻求挑战分别与高任务绩效和低疲惫相关，但减少需求似乎可以积极预测疲惫。我们的研究结果表明，工作制定可以作为员工应对组织变革的策略。尽管寻求资源和寻求挑战会增强员工的适应能力，并应得到管理人员的鼓励，但减少需求似乎对员工有不利影响。（PsycINFO数据库记录 减少需求似乎对员工有不利影响。（PsycINFO数据库记录 减少需求似乎对员工有不利影响。（PsycINFO数据库记录