Based on the Job Demands-Resources model (JD-R) the aim of this study was to verify work engagement and burnout prediction models in relation to self-efficacy and four job crafting strategies: increasing structural job resources, increasing challenging job demands, increasing social job resources, and decreasing hindering job demands. Data was obtained by using questionnaires. The sample comprised 178 employed participants between 20 and 58 years of age. The results indicated that crafting challenging demands (e.g., seeking extra tasks) and social job resources (e.g., asking for feedback on job performance) was positively associated with work engagement. Behavioural strategies connected with the avoidance of difficulties at work (decreasing hindering job demands) associated with the younger age of employees in managerial positions significantly contributed to burnout. Self-efficacy as a personal source partially mediated the relationship between increasing challenging job demands and work engagement. Participants in managerial positions indicated a higher level of job crafting, work engagement, and self-efficacy as opposed to individual contributors. The results of the study are practically applicable in organizations in the form of stimulations, management, and the support of those job crafting strategies that contribute to benefits on an individual and organizational level.

中文翻译：

---

工作塑造、工作投入、倦怠：自我效能的中介作用

基于工作需求-资源模型 (JD-R)，本研究的目的是验证与自我效能感和四种工作塑造策略相关的工作投入和倦怠预测模型：增加结构性工作资源、增加具有挑战性的工作需求、增加社会工作资源，减少阻碍工作的需求。数据是通过使用问卷获得的。样本包括 178 名年龄在 20 至 58 岁之间的受雇参与者。结果表明，制定具有挑战性的要求（例如，寻求额外任务）和社会工作资源（例如，要求对工作绩效进行反馈）与工作投入呈正相关。与避免工作中的困难（减少阻碍工作的需求）相关的行为策略与担任管理职位的员工年龄较小有关，这显着导致了职业倦怠。自我效能作为个人来源在一定程度上调节了不断增加的挑战性工作需求与工作投入之间的关系。与个人贡献者相比，担任管理职位的参与者表现出更高水平的工作塑造、工作投入和自我效能。研究结果以激励、管理和支持那些有助于个人和组织层面利益的工作塑造策略的形式在组织中实际适用。自我效能作为个人来源在一定程度上调节了不断增加的挑战性工作需求与工作投入之间的关系。与个人贡献者相比，担任管理职位的参与者表现出更高水平的工作塑造、工作投入和自我效能。研究结果以激励、管理和支持那些有助于个人和组织层面利益的工作塑造策略的形式在组织中实际适用。自我效能作为个人来源在一定程度上调节了不断增加的挑战性工作需求与工作投入之间的关系。与个人贡献者相比，担任管理职位的参与者表现出更高水平的工作塑造、工作投入和自我效能。研究结果以激励、管理和支持那些有助于个人和组织层面利益的工作塑造策略的形式在组织中实际适用。