Daantje Derks

Review: The role of emotion in computer-mediated communication: A review

It has been argued that the communication of emotions is more difficult in computer-mediated communication (CMC) than in face-to-face (F2F) communication. The aim of this paper is to review the empirical evidence in order to gain insight in whether emotions are communicated differently in these different modes of communication. We review two types of studies: (1) studies that explicitly examine discrete emotions and emotion expressions, and (2) studies that examine emotions more implicitly, namely as self-disclosure or emotional styles. Our conclusion is that there is no indication that CMC is a less emotional or less personally involving medium than F2F. On the contrary, emotional communication online and offline is surprisingly similar, and if differences are found they show more frequent and explicit emotion communication in CMC than in F2F.

The Impact of Job Crafting on Job Demands, Job Resources, and Well-Being

This longitudinal study examined whether employees can impact their own well-being by crafting their job demands and resources. Based on the job demands-resources model, we hypothesized that employee job crafting would have an impact on work engagement, job satisfaction, and burnout through changes in job demands and job resources. Data was collected in a chemical plant at three time points with one month in between the measurement waves (N = 288). The results of structural equation modeling showed that employees who crafted their job resources in the first month of the study showed an increase in their structural and social resources over the course of the study (2 months). This increase in job resources was positively related to employee well-being (increased engagement and job satisfaction, and decreased burnout). Crafting job demands did not result in a change in job demands, but results revealed direct effects of crafting challenging demands on increases in well-being. We conclude that employee job crafting has a positive impact on well-being and that employees therefore should be offered opportunities to craft their own jobs.

Proactive personality and job performance: The role of job crafting and work engagement

The article examines the role of proactive personality in predicting work engagement and job performance. On the basis of the literature on proactive personality and the job demands–resources model, we hypothesized that employees with a proactive personality would be most likely to craft their own jobs, in order to stay engaged and perform well. Data were collected among 95 dyads of employees (N = 190), who were working in various organizations. The results of structural equation modeling analyses offered strong support for the proposed model. Employees who were characterized by a proactive personality were most likely to craft their jobs (increase their structural and social job resources, and increase their job challenges); job crafting, in turn, was predictive of work engagement (vigor, dedication, and absorption) and colleague-ratings of in-role performance. These findings suggest that, to the extent that employees proactively adjust their work environment, they manage to stay engaged and perform well.

Emoticons in computer-mediated communication: Social motives and social context

This study investigated the role of emoticons in computer-mediated communication (CMC). The study consisted of an online questionnaire about the social motives for emoticon use and an experimental part in which participants (N = 1,251) had to respond to short Internet chats. In these chats, the interaction partner (friend vs. stranger) and the valence of the context (positive vs. negative) were manipulated. Results showed that emoticons are mostly used to express emotion, to strengthen a message, and to express humor. Furthermore, more emoticons were used in communication with friends than in communication with strangers, and more emoticons were used in a positive context than in a negative context. Participants seem to use emoticons in a way similar to facial behavior in face-to-face communication with respect to social context and interaction partner.

Emoticons and Online Message Interpretation

The present study experimentally examines the impact of emoticons on message interpretation among secondary school students (N = 105). Furthermore, perceived motives for emoticon use are examined. Results show that emoticons do have an impact on message interpretation. Emoticons are useful in strengthening the intensity of a verbal message. Furthermore, it is possible to create ambiguity and express sarcasm online by varying the valence of the emoticon and the valence of the message. Overall, the authors conclude that to a large extent, emoticons serve the same functions as actual nonverbal behavior.

Job crafting at the team and individual level: Implications for work engagement and performance

Previous research suggests that employee job crafting is positively related to job performance through employee work engagement. The present study expands this individual-level perspective to the team level by hypothesizing that team job crafting relates positively to team performance through team work engagement. In addition, on the basis of social psychological theories about norms, modeling, and emotional contagion in groups, we hypothesize that team job crafting relates to individual performance through (a) individual job crafting and individual work engagement; and (b) team work engagement and individual work engagement. Data was collected among 525 individuals working in 54 teams that provided occupational health services. The results largely supported the hypotheses. Specifically, team job crafting was associated with individual performance via the hypothesized sequential mediation paths. The practical implications of the study are discussed and we conclude that job crafting can be simultaneously used at the team and individual level to improve job performance.

Daily job crafting and the self-efficacy - performance relationship

Purpose – The purpose of this paper is to examine whether job crafting and work enjoyment could explain the well-established relationship between self-efficacy and job performance. The authors hypothesized that employees would be most likely to engage in proactive job crafting behaviors on the days when they feel most self-efficacious. Daily job crafting, in turn, was expected to relate to daily performance through daily work enjoyment. Design/methodology/approach – A daily diary study was conducted among a heterogeneous sample of employees (N=47, days=215). Participants completed the survey on five consecutive days. Findings – The results of multilevel structural equation modeling analyses were generally in line with the hypotheses. Specifically, results indicated that employees who felt more self-efficacious on a given day were more likely to mobilize their job resources on that day. Daily job crafting, in turn, was positively correlated to work enjoyment and indirectly associated with performance. Part...

Job crafting and job performance: A longitudinal study

In this three-wave study (N = 288), we examined whether job crafting intentions and work engagement led to actual job crafting behaviours and, in turn, to higher levels of prospective work engagement and job performance. We used the Job Demands-Resources model as a theoretical framework and defined job crafting as the self-initiated changes that employees make in their job demands and resources. One month after reporting their job crafting intentions, respondents rated their actual job crafting behaviours. Again one month later, they rated their levels of work engagement, in-role performance, and organizational citizenship behaviour towards individuals (OCBI). Results of structural equation modelling showed that job crafting intentions and work engagement significantly related to actual job crafting, which, in turn, related to higher levels of work engagement, while controlling for job characteristics. Results further showed that engaged employees performed better on their in-role tasks but did not perform more OCBIs. The findings suggest that employees can increase their own work engagement and job performance through job crafting.

A diary study on work-related smartphone use, psychological detachment and exhaustion: examining the role of the perceived segmentation norm.

In this diary study, we examined the associations between daily work-related smartphone use and daily psychological detachment and daily work-related exhaustion within a group of smartphone owners. In addition, we studied the role of the perceived segmentation norm at the workplace as a moderator of the link between work-related smartphone use and detachment. A total of 70 employees using smartphones on initiative of their employer completed a diary questionnaire on 4 successive workdays (N = 268 data points). We hypothesized that work-related smartphone use is negatively related to psychological detachment and that psychological detachment, in turn, is negatively related to work-related exhaustion. Finally, we expected that especially employees who perceive a high segmentation norm at their workplace have difficulties to psychologically detach from work on days that they use their smartphone more intensively. Overall, the results of multilevel analyses supported these hypotheses. The findings emphasize the importance of a clear organizational policy regarding work-related smartphone use outside of work hours.

New Ways of Working: Impact on Working Conditions, Work–Family Balance, and Well-Being

Organizations have started to redesign their approach to work by integrating technological innovations in their daily practices. Central to this new approach is that employees are asked to organize their work flexibly. Employees are expected to decide for themselves when they work, where they work, and by which communication tool/medium they work. Such a flexible work design, also referred to as “new ways of working” (NWW), has been applauded thus far, as it would lead to more efficient and cost-effective work processes. However, little is known about how NWW influence employees and their families. This chapter will focus on the advantages and disadvantages of NWW and on the question whether NWW help employees to find a better balance between work and nonwork roles. Insight into the possible pitfalls and opportunities of NWW may help employees to use NWW in such a way that they enable them to optimally combine their work and nonwork responsibilities.