Kooij et al. (2017) - The Influence of FTP on Work Engagement and Performance - The Role of Job Crafting

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European Journal of Work and Organizational Psychology
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The influence of future time perspective on work
engagement and job performance: the role of job
crafting
Dorien T.A.M. Kooij, Maria Tims & Jos Akkermans
To cite this article: Dorien T.A.M. Kooij, Maria Tims & Jos Akkermans (2017) The influence
of future time perspective on work engagement and job performance: the role of job
crafting, European Journal of Work and Organizational Psychology, 26:1, 4-15, DOI:
10.1080/1359432X.2016.1209489
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The influence of future time perspective on work engagement and job
performance: the role of job crafting
Dorien T.A.M. Kooija
, Maria Timsb
and Jos Akkermansb
a
Department of Human Resource Studies, Tilburg University, Tilburg, Netherlands; b
Department of Management and Organization, VU Amsterdam,
Amsterdam, Netherlands
ABSTRACT
This two-wave study aimed to examine future time perspective (FTP) as an antecedent of job crafting,
and in turn job crafting as a mediator in associations between FTP and work outcomes. Based on the
lifespan socio-emotional selectivity theory, we expected that open-ended and limited FTP would evoke
different forms of job crafting, which in turn would be associated with changes in work engagement
and job performance. In line with our expectations, we found that employees whose open-ended FTP
increased over a 1-year time period also crafted more job resources and challenging job demands such
that their job provided them with more opportunities for knowledge acquisition, which in turn resulted
in increased levels of work engagement and job performance. However, contrary to our expectations,
employees whose limited FTP increased over the 1-year time period did not proactively reduce their
hindering job demands. Hence, although crafting fewer hindering job demands was directly related to
decreased levels of work outcomes as expected, we found no indirect effect of changes in limited FTP
on changes in work engagement and performance via changes in this job crafting behaviour. These
findings have important implications for the literature on job crafting and FTP.
ARTICLE HISTORY
Received 22 July 2015
Accepted 1 July 2016
KEYWORDS
Job crafting; future time
perspective; job
performance; work
engagement
Globalization, increased competition, and the transition to a
service-based economy have resulted in uncertainty in orga-
nizations (Gagné & Bhave, 2011). Furthermore, since tempor-
ary work is increasing and job security is declining (Frese &
Fay, 2001), individual employees are increasingly expected to
take responsibility for managing their own careers (e.g.,
Akkermans, Schaufeli, Brenninkmeijer, & Blonk, 2013). These
developments require employees to anticipate and engage in
proactive behaviours at work in order to experience high
levels of well-being and performance. One particularly impor-
tant form of proactive work behaviour that workers engage in
is job crafting. Wrzesniewski and Dutton (2001, p. 179) define
job crafting as “the physical and cognitive changes individuals
make in the task or relational boundaries of their work”. These
changes are aimed at aligning the job with the individual’s
own preferences, goals, and motives (Tims, Bakker, & Derks,
2012).
Because of its importance in contemporary society,
research on job crafting is expanding. Until now, studies on
job crafting have particularly focused on the outcomes of job
crafting, demonstrating that job crafting is positively asso-
ciated with person-job fit (Chen, Yen, & Tsai, 2014; Lu, Wang,
Lu, Du, & Bakker, 2014), employability, work engagement, and
performance (Petrou, Demerouti, Peeters, Schaufeli, & Hetland,
2012; Tims et al., 2012). The antecedents of job crafting have
received far less attention. Wrzesniewski and Dutton (2001)
proposed several important antecedents of job crafting,
including job discretion and task interdependence. Building
on their seminal work, Tims and Bakker (2010) identified
additional antecedents, including proactive personality, self-
efficacy, and self-regulation. In addition to these conceptual
papers, empirical studies have demonstrated that work pres-
sure, autonomy, task interdependence, proactive personality,
and self-efficacy influence general and daily job crafting beha-
viours (Kroon, Kooij, & Van Veldhoven, 2013; Petrou et al.,
2012; Tims et al., 2012; Tims, Bakker, & Derks, 2014).
Although these few studies focus on the role of (1) the work
environment and (2) personality in eliciting job crafting beha-
viour, to the best of our knowledge, no empirical studies to
date have focused on individual motivational constructs as
antecedents of job crafting. This is surprising because motiva-
tion is seen as a strong predictor of proactive behaviours (e.g.,
Devloo, Anseel, De Beuckelaer, & Salanova, 2015) and motiva-
tional orientations play an important role in eliciting job craft-
ing behaviour to align the job to these motivational
orientations (Wrzesniewski & Dutton, 2001). In addition,
whereas personality is a stable individual characteristic, moti-
vational individual characteristics are more malleable, provid-
ing opportunities for organizations to influence their
employees’ job crafting behaviours. Thus, both from a theore-
tical and practical perspective we aim to make a significant
contribution to existing knowledge by examining such a moti-
vational construct as an antecedent of job crafting behaviour.
Specifically, in this study, we focus on future time perspec-
tive (FTP) as a motivational antecedent of job crafting. We
focus particularly on FTP for two reasons. First, FTP is an
important concept in contemporary society. Workforces are
ageing (Bal, Kooij, & Rousseau, 2015), careers are becoming
CONTACT Dorien T.A.M. Kooij t.a.m.kooij@uvt.nl
EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY, 2017
VOL. 26, NO. 1, 4–15
http://dx.doi.org/10.1080/1359432X.2016.1209489
© 2016 Informa UK Limited, trading as Taylor & Francis Group

longer and more complex (Vuori, Toppinen-Tanner, &
Mutanen, 2011), and there is an increased emphasis on con-
tinuous learning and self-management (e.g., Akkermans et al.,
2013). Hence, researchers are starting to acknowledge that
time, and particularly perceptions of that time that also
change with age, plays an important role in work and organi-
zational psychology (Sonnentag, 2012). Second, FTP is an
important antecedent of motivation and (proactive) behaviour
(e.g., Carstensen, 2006; Joireman, Shaffer, Balliet, & Strathman,
2012; Steel & König, 2006; Strauss, Griffin, & Parker, 2012), and
thus likely to influence job crafting behaviour. Although there
are many different conceptualizations of FTP (Seijts, 1998), we
build on Lang and Carstensen’s (2002) work and define FTP as
an individual’s perception of his or her remaining time to live
and the opportunities and goals available within that time.
We argue that FTP is an important motivational antecedent
of job crafting because the perception of time influences work
motives (Kooij & Van de Voorde, 2011) and employees will
craft their job in order to make sure it fits with these motives
(Wrzesniewski & Dutton, 2001). Earlier studies distinguished
open-ended FTP, referring to individuals’ beliefs that they
have an open-ended future time full of new goals, plans,
and possibilities, and limited FTP, referring to individuals’
beliefs that they have a limited future time characterized by
constraints, restrictions, and limited possibilities (e.g., Cate &
John, 2007; Kooij & Van de Voorde, 2011; Zacher & de Lange,
2011). Therefore, we also distinguish open-ended and limited
FTP and we argue that, because of their differential effect on
work motives (Carstensen, 1995; Kooij & Van de Voorde, 2011),
open-ended and limited FTP are likely to evoke different forms
of job crafting, which in turn will influence work engagement
and job performance (Tims et al., 2012). More specifically,
based on socio-emotional selectivity theory (SST)
(Carstensen, 1995, 2006), we argue that employees with an
open-ended FTP focus on expanding their long-term breadth
of knowledge and thus craft their job by increasing structural
and social job resources and challenging job demands that are
rewarding to them, whereas employees with a limited FTP
focus on experiencing short-term positive emotions, and
thus craft their job by decreasing hindering job demands
that produce distress. In turn, these job crafting behaviours
will influence work engagement and job performance. Finally,
since FTP is an age-related flexible construct that changes over
time (Seijts, 1998; Zacher & Frese, 2009), we take an intraindi-
vidual change perspective and use a two-wave study design to
examine whether changes in open-ended and limited FTP
relate to changes in job crafting behaviour, and in turn to
changes in work engagement and job performance over a 1-
year time period. It is important to examine these associations
between changes because we aim to capture work-related and
behavioural consequences of intraindividual changes in open-
ended and limited FTP.
This study contributes to existing knowledge in two ways.
First, we contribute to the literature on job crafting. Although
we know that motivational orientation plays an important role
in job crafting behaviour (Wrzesniewski & Dutton, 2001), and
that perceptions of time influence proactive behaviour
(Strauss et al., 2012), existing job crafting research has primar-
ily examined stable personality characteristics as antecedents
of job crafting behaviour. In addition, existing job crafting
research has predominantly focused on individual factors
related to the ability to engage in job crafting (i.e., proactive
personality and self-efficacy) rather than individual factors
related to the motivation to job craft. To get additional insight
into why employees craft their job, we examine the motiva-
tional and malleable construct of FTP as antecedent of job
crafting behaviour. In line with Kooij and Van de Voorde
(2011), among others, we examine both open-ended and
limited FTP as two distinct dimensions of FTP to capture
their differential behavioural consequences in terms of job
crafting, and their subsequent associations with work engage-
ment and performance. This is extremely important because
job crafting is supposedly aimed at increasing person-job fit
(Tims et al., 2012; Wrzesniewski & Dutton, 2001). Hence,
changes in open-ended and limited FTP, which evoke changes
in goal focus and work motives (Kooij & Van de Voorde, 2011),
should in turn trigger different types of job crafting behaviour.
However, we know of no study that has looked at motivational
antecedents of job crafting behaviour. Second, we contribute
to SST (Carstensen, 1995) by examining the potential beha-
vioural consequences of FTP in the work context. Particularly
in the literature on ageing at work, many studies focus on the
role of FTP in retaining or motivating (older) workers (e.g.,
Kooij, Bal, & Kanfer, 2014). Although these studies demon-
strate the important role of FTP in explaining age-related
changes in motivation and performance (Kooij, De Lange,
Jansen, & Dikkers, 2013; Zacher, Heusner, Schmitz,
Zwierzanska, & Frese, 2010), and in eliciting work engagement
(Schmitt, Zacher, & de Lange, 2013), they do not focus on the
potential behavioural consequences of FTP. Therefore, we
examine the influence of FTP on job crafting behaviour and
in turn job crafting as a mediator in associations between FTP
and work outcomes.
Future time perspective
The lifespan SST (Carstensen, 1995, 2006) proposes that FTP
has important implications for motivation. Similarly, Seijts
(1998) and Zacher et al. (2010) argue that FTP is an important
factor in the work setting that influences work motivation and
performance. Although Carstensen (1995, Lang & Carstensen,
2002) treats FTP as a unidimensional construct, multiple
researchers (e.g., Kooij et al., 2014; Marko & Savickas, 1998;
Seijts, 1998) acknowledge that FTP is a multidimensional con-
struct, consisting of open-ended and limited FTP. For example,
Cate and John (2007) proposed and found a difference
between a focus on opportunities, which is similar to open-
ended FTP, and a focus on limitations, which is similar to
limited FTP. Focus on opportunities refers to individuals’
beliefs that they have a long future time full of new goals
and possibilities. Focus on limitations refers to individuals’
beliefs that they have limited future time characterized by
constraints and limited possibilities (Cate & John, 2007;
Zacher & de Lange, 2011). Consistently, we distinguish open-
ended and limited FTP in this study.
The main proposition of SST is that FTP influences the
prioritization of two broad goals in life: knowledge acquisition
and emotion regulation. Knowledge acquisition is a long-term
EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 5

instrumental preparatory goal, focused on gathering informa-
tion, on experiencing novelty, and on expanding breadth of
knowledge. Emotion regulation, on the other hand, is an
affective goal, focused on regulating emotional states to opti-
mize psychological well-being. Emotion regulation is therefore
a short-term goal, sometimes realizable in its very pursuit,
such as meaningful experiences, emotional intimacy, and feel-
ings of social embeddedness (Carstensen, 2006). According to
SST, the prioritization of these goals depends on the percep-
tion of time; individuals with an open-ended FTP focus on
knowledge acquisition and thus aim at gathering information
and experiencing new situations, whereas individuals with a
limited FTP focus on emotion regulation, and thus aim at
having meaningful positive experiences or feelings of social
embeddedness. This idea has also been applied to the work
context. Kooij and Van de Voorde (2011), for example, found
that open-ended FTP was positively associated with an
increase in work-related growth motives (e.g., career advance-
ment) and that limited FTP was positively associated with an
increase in generativity motives (related to teaching, training,
and sharing skills with younger generations; Mor-Barak, 1995).
The associations between FTP and job crafting
We argue that FTP is also related to employee job crafting
behaviours. Individuals with a different perception of time
have different goals and work motives, and are therefore likely
to enhance their person-job fit in different ways. Job crafting
refers to the self-initiated changes in the job aimed to align
the job to personal preferences and goals, and to increase
feelings of purpose and the meaning of work (Tims et al.,
2012; Wrzesniewski & Dutton, 2001). Job crafting is a specific
form of proactive work behaviour as it involves self-initiation
of change, anticipatory action, and taking control over one’s
work environment (Parker & Collins, 2010). It specifically
focuses on changing one’s job characteristics, which distin-
guishes it from proactive behaviours directed towards, for
example, better functioning of the organization (e.g., taking
charge; Morrison & Phelps, 1999). Tims et al. (2012) defined job
crafting as the changes that employees may make to balance
their job demands (i.e., all aspects of the job that require
sustained physical and/or psychological effort or skills;
LePine, Podsakoff, & LePine, 2005) and job resources (i.e.,
those aspects of the job that are functional in achieving
work goals, or stimulate personal growth, learning, and devel-
opment; Bakker & Demerouti, 2007). They distinguished four
dimensions of job crafting: (1) increasing the level of structural
job resources, such as task variety, opportunities for develop-
ment, and autonomy; (2) increasing the level of social job
resources, such as social support, supervisory coaching, and
feedback; (3) increasing the level of challenging job demands
which refer to “work-related demands or circumstances that,
although potentially stressful, have associated potential gains”
(Cavanaugh, Boswell, Roehling, & Boudreau, 2000, p. 68), such
as new projects and higher levels of responsibility that are
rewarding and lead to feelings of fulfilment; and (4) decreasing
the level of hindering emotional and cognitive job demands that
interfere with the ability to achieve work goals, such as role
conflict and emotional interactions (Cavanaugh et al., 2000;
Tims et al., 2012). As such, a parallel can be made with SST in
which increasing structural and social job resources and chal-
lenging job demands serve the goal of knowledge acquisition,
whereas decreasing hindering job demands serves the goal of
emotion regulation.
Based on SST, we argue that open-ended and limited FTP
are differentially associated with the dimensions of job craft-
ing distinguished by Tims et al. (2012). Because employees
with an open-ended FTP focus on long-term knowledge acqui-
sition and attach high importance to growth and challenge at
work (Kooij & Van de Voorde, 2011), they are likely to craft
their jobs in ways that provide them with opportunities to
develop themselves and to expand their breadth of knowl-
edge. Similarly, open-ended FTP has been associated with a
promotion focus (Zacher & de Lange, 2011; Kooij et al., 2014).
Higgins (1997) distinguished promotion and prevention focus
as two distinct types of self-regulation that people use to
reach their goals. Promotion focus refers to a focus on gains
and approach as a strategic means. As such, a promotion
focus induces growth-related approach behaviour, such as
increasing learning experiences (Kooij et al., 2014). Thus,
open-ended FTP, which is positively associated with promo-
tion focus, should go hand in hand with proactive behaviours
that expand one’s knowledge and abilities. Indeed,
Armstrong-Stassen and Schlosser (2007) found that employees
who are oriented towards learning and development will be
more proactive in ensuring that their job provides them with
development opportunities. Hence, employees whose open-
ended FTP increases over time are likely to also increase their
levels of crafting in terms of increasing the variety of their job
tasks and their opportunities for development (i.e., increasing
structural job resources), the coaching and feedback they
receive from others (i.e., increasing social job resources), and
the number of new and challenging tasks of their job (i.e.,
increasing challenging job demands). By increasing their social
and structural job resources and their challenging job
demands, employees with increased levels of open-ended
FTP increasingly expand their breath of knowledge and experi-
ence novelty, thereby increasing the fit between their goals
and motives and their job. Taken together, this results in the
following hypothesis:
Hypothesis 1: Changes in open-ended FTP will be positively
associated with changes in increasing structural job resources,
increasing social job resources, and increasing challenging job
demands.
Employees with a limited FTP, on the other hand, focus on
short-term goals to regulate their emotions (Carstensen, 1995,
2006). These employees face depleting resources (e.g., in per-
ceived time; Pennington & Roese, 2003). As such, limited FTP
has been associated with a prevention focus (Zacher & de
Lange, 2011), which refers to a focus on losses and avoidance
as a strategic means to preserve as many resources as possi-
ble. Employees with a limited FTP thus prefer activities that
minimize losses by supporting positive affect and a positive
self-concept (Kanfer & Ackerman, 2004). In line with this rea-
soning, multiple studies have demonstrated that individuals
who have a more limited FTP regulate emotions by avoiding
6 D. T. A. M. KOOIJ ET AL.

negative events through engaging in thoughts and actions
that decrease exposure to negative situations (see Carstensen,
Fung, & Charles, 2003; Charles & Carstensen, 2010). These
individuals aim to optimize their psychological well-being by
focusing on positive events and emotions and so they navi-
gate their environment to make sure that negative experi-
ences occur less frequently (Charles & Carstensen, 2010). In
sum, employees whose limited FTP increases over time are
likely to increase their levels of crafting in terms of decreasing
hindering job demands to avoid negative events and the
experience of negative emotions.
Hypothesis 2: Changes in limited FTP will be positively asso-
ciated with changes in decreasing hindering job demands.
The mediating role of job crafting in the association
between FTP and work outcomes
Job crafting increases person-job fit and the experienced pur-
posefulness of work, and it is therefore likely to result in higher
levels of work engagement (Wrzesniewski & Dutton, 2001).
Work engagement is defined as a positive work-related state
of mind that is characterized by vigour, dedication, and
absorption (Bakker & Schaufeli, 2008). Vigour is characterized
by high levels of energy, the willingness to put effort in the
job, and to persist when confronted with difficulties.
Dedication is characterized by a sense of significance, pride,
and enthusiasm, and absorption is characterized by being fully
concentrated and focused on the job (Schaufeli & Bakker,
2004). Because increasing job resources and challenging job
demands give employees the opportunity to grow and
develop, their work engagement will subsequently increase
(Schaufeli & Bakker, 2004). Indeed, Bakker and colleagues
(2012) found that employees who increased their structural
and social job resources and their challenging job demands
reported higher levels of work engagement. Similarly, Tims,
Bakker, and Derks (2013a) found that increasing job resources
and challenging job demands led to higher levels of work
engagement over time, and Petrou et al. (2012) found that
day-level job crafting by increasing challenging job demands
was positively associated with day-level work engagement.
In addition to its association with work engagement, recent
research has also demonstrated that job crafting is positively
associated with job performance (Bakker et al., 2012). Workers
who craft their job are more committed to the decisions they
make, the problems they solve, and the goals they set in their
work, and are thus more motivated to perform (Ghitulescu,
2006). In addition, job crafters have a better understanding of
their job, the tasks it involves and how they relate to each
other, are able to make higher-quality decisions in their work
(Ghitulescu, 2006), and may work more efficiently and be more
productive (Leana, Appelbaum, & Shevchuk, 2010). In line with
this reasoning, Petrou, Demerouti, and Schaufeli (2015) found
that seeking job resources positively predicted task
performance.
We expect that job crafting mediates the associations
between FTP and worker outcomes. Specifically, we expect
only an indirect path from FTP to work engagement and
performance via job crafting behaviour (and not a direct
path following MacKinnon, Fairchild, & Fritz, 2007; Rucker,
Preacher, Tormala, & Petty, 2011; Zhao, Lynch, & Chen, 2010).
Although previous studies (e.g., Schmitt et al., 2013; Zacher
et al., 2010) found that FTP is related to work engagement
and performance, we argue that actual behaviour in the
form of job crafting is necessary to turn FTP into work-
related outcomes, and thus that FTP will not be directly
related to work engagement and performance when con-
trolled for job crafting behaviours. Particularly, we expect
that employees with increased open-ended FTP will focus
more on learning and development, and will therefore
increasingly craft their job in such a way that it provides
them with opportunities to learn and develop by increasing
their structural and social job resources (e.g., task variety and
supervisory coaching) and challenging job demands (e.g., a
new project). Because the crafted job provides new oppor-
tunities to grow and develop, and also an improved person-
job fit, job crafting is expected to subsequently lead to
higher levels of work engagement. In addition, since these
crafting activities increase employees’ understanding about
the job and their ability to make higher-quality decisions
and provide additional resources to reach work goals, job
crafting is expected to lead to enhanced job performance.
This results in the following hypothesis:
Hypothesis 3: Changes in open-ended FTP will be positively
associated with changes in work engagement and job perfor-
mance via changes in crafting structural job resources, crafting
social job resources, and crafting challenging job demands.
Employees with an increased limited FTP, on the other hand,
are more focused on gaining positive affect and avoiding
negative events, and will therefore increasingly craft their job
in such a way that it decreases exposure to negative situations
by decreasing hindering job demands (e.g., emotional
demands). Although the crafted job should be better aligned
to the needs of employees with a limited FTP, which is
expected to lead to higher levels of work engagement and
better job performance, earlier studies on job crafting found
that decreasing hindering job demands is not or even nega-
tively associated with work engagement and job performance
(Tims et al., 2013a; Tims, Bakker, & Derks, 2015; Tims, Bakker,
Derks, & Van Rhenen, 2013b). For example, decreasing hinder-
ing job demands was negatively related to vigour, the energy
aspect of work engagement (Tims et al., 2013b), implying that
decreasing hindering job demands costs energy and will
therefore have a negative influence on work engagement
and job performance. In addition, the crafted job might be
less psychologically stimulating, subsequently leading to bore-
dom and thus decreased levels of work engagement (Petrou
et al., 2012). Finally, since hindering job demands are also
“part of the job”, employees who decrease their hindering
demands may feel that they do not fulfil the requirements of
their job as well as they did before, thereby diminishing their
perceptions of good performance. In line with this reasoning,
Demerouti (2014) performed a review of the job crafting
literature and concluded that decreasing hindering job
demands generally has a negative impact on employee

engagement and performance. This results in the following
hypothesis:
Hypothesis 4: Changes in limited FTP will be negatively asso-
ciated with changes in work engagement and job performance
via changes in crafting hindering job demands.
Method
Procedure and participants
To study associations between changes in FTP, behaviours,
and outcomes, we collected data using two measurement
waves with one year in-between the measurements, which is
in line with earlier studies on work engagement (e.g.,
Schaufeli, Bakker, & Van Rhenen, 2009). However, we lack
knowledge on the appropriate time lag to examine changes
in FTP and job crafting behaviour. To date, longitudinal studies
on FTP and job crafting used time lags as short as 2 and
3 months (Lu et al., 2014; Tims et al., 2013a; Zacher & de
Lange, 2011). We used a longer time lag because substantial
changes in FTP are more likely to occur across a longer time
frame. Data were collected among Dutch university employ-
ees (see also Kooij & Van De Voorde, 2011; Kooij et al., 2013,
2014). We assessed FTP, job crafting, work engagement and
job performance at both measurement occasions. At the first
measurement time, 489 employees filled out the online ques-
tionnaire, and at the second measurement time, 345 employ-
ees filled out the survey. Non-response analyses revealed that
those who dropped out and those who completed both sur-
veys did not differ significantly on gender, educational level,
working part time, limited FTP, increasing job resources and
challenging job demands, work engagement, and perfor-
mance, but that dropouts tended to be younger, with lower
organization tenure, higher levels of open-ended FTP, and
higher levels of decreasing hindering job demands. Since
respondents and dropouts did not differ on most of the
central constructs (i.e., limited FTP, increasing structural job
resources, increasing social job resources, increasing challen-
ging job demands, work engagement, and job performance),
non-response is not considered a serious issue in this study.
Several respondents failed to complete all sections of the
questionnaires. We decided to delete respondents from the
sample if they had missing values on all items of one of the
core study variables. After list-wise deletion of these missing
values, the sample consisted of 287 employees who com-
pleted both surveys. The final sample consisted of 155 females
(53.4%), with an average age of 45.38 years (SD = 10.47). Most
employees worked full time (53.8%). On average, employees
worked for 12.68 years for the organization (SD = 10.39). Of
the respondents, most were scientific staff (53.4%), adminis-
trative staff members (18.3%), and university library employ-
ees (7.9%).
Measurement instruments
FTP was measured using 10 items from the FTP scale of
Carstensen and Lang (1996). Seven items refer to open-
ended FTP and three items refer to limited FTP. An example
item measuring open-ended FTP is “Many opportunities await
me in the future”, and an example item measuring limited FTP
is “I have the sense that time is running out”. Items were
answered on a five-point scale ranging from 1 (strongly dis-
agree) to 5 (strongly agree). Earlier studies supported this two-
factor structure (e.g., Zacher & de Lange, 2011). Cronbach’s αs
of open-ended FTP at both time points were .89 and
Cronbach’s α of limited FTP was .71 at T1 and .74 at T2.
Job crafting was measured with the job crafting scale devel-
oped by Tims et al. (2012). The scale consists of four subscales,
measuring increasing structural job resources (five items, e.g.,
“I try to develop my capabilities”; T1: α = .77; T2: α = .77),
increasing social job resources (five items, e.g., “I ask collea-
gues for advice”; T1: α = .72; T2: α = .77), increasing challen-
ging job demands (five items, e.g., “When there is not much to
do at work, I see it as a chance to start new projects”; T1:
α = .74; T2: α = .74), and decreasing hindering job demands
(six items, e.g., “I try to make sure that my work is emotionally
less intense”; T1: α = .72; T2: α = .74). Answering categories
ranged from 1 (never) to 5 (very often).
Work engagement was measured with the Utrecht Work
Engagement Scale (UWES, Schaufeli, Salanova, Gonzalez-
Roma, & Bakker, 2002). The UWES measures three dimensions
of work engagement, each with three items: vigour (e.g., “I am
bursting with energy in my work”; T1: α = .88; T2: α = .84),
dedication (e.g., “My job inspires me”; T1: α = .88; T2: α = .90),
and absorption (e.g., “I feel happy when I am engrossed in my
work”; T1: α = .80; T2: α = .79). All items were answered on a
seven-point scale ranging from 0 (never) to 6 (always).
Job performance was measured with the job performance
scale of Petit, Gorris, and Vaught (1997). The scale consists of
three items (e.g., “Compared to other colleagues with a similar
job position, how would you rate your current overall perfor-
mance?”). Answering categories ranged from 1 (below average)
to 5 (right at the very top). Cronbach’s α was .87 at T1 and .91
at T2.
Analysis strategy
The scales measuring FTP, job crafting, work engagement,
and job performance were filled out twice by our partici-
pants during the study. In these cases, it is recommended to
examine the longitudinal invariance of these measures
across the measurement times (Horn & McArdle, 1992).
The invariance test is performed by testing the factor struc-
ture of both waves simultaneously. For example, longitudi-
nal invariance of FTP is assessed by modelling the two
factors of FTP with the items as indicators using both T1
and T2 data in one analysis. Correlations are estimated
among all pairs of uniqueness between T1 and T2 because
the same items are used across the two measurement
waves (Pitts, West, & Tein, 1996). Next, two models are
estimated: an unconstrained model in which all parameters
are freely estimated across the two measurement times, and
a model in which the factor loadings are constrained to be
equal across measurement times. When the χ2
difference
between the models is significant, the equality constraints

are not consistent with the data, thus invariance is not
supported.
The results showed that all four measures are longitudinally
invariant because none of the models resulted in a significant
χ2
change. For FTP, the difference between the models was
Δχ2
/Δdf = 11.43/8, p = .179; for job crafting, the difference
between the models was Δχ2
/Δdf = 14.85/17, p = .606; for
work engagement, the difference between the models was
Δχ2
/Δdf = 9.16/8, p = .329; and for job performance, the
difference between the models was Δχ2
/Δdf = .73/2, p = .694.
Hence, we can infer that the measures assessed the same
constructs across time. Autoregressive correlations between
the T1 and T2 study variables were all significant (all ps <
.01) and ranged between .56 (decreasing hindering job
demands) and .74 (work engagement) with an average of .67.
To test our hypotheses, we used structural equation mod-
elling with maximum likelihood estimation as implemented by
AMOS (Arbuckle, 2006). To assess model fit, we inspected the
χ2
statistic, the root mean square error of approximation
(RMSEA), the comparative fit index (CFI), the Tucker–Lewis
index (TLI), and the incremental fit index (IFI). The conven-
tional cut-off values of these fit indices were used to assess
model fit (i.e., CFI, TLI, IFI > .90, and RMSEA < .08 to indicate
acceptable fit, and CFI, TLI, IFI > .95, and RMSEA < .05 to
indicate good fit; Hu & Bentler, 1999; Marsh, Hau, & Wen,
2004).
To examine change over time, we calculated difference
scores between both measurement times by regressing the
T2 scores on the respective T1 scores and saving the standar-
dized residual score (Williams, Zimmerman, & Mazzagatti,
1987). The standardized residual scores were then included
in the structural equation model. A positive residual score
indicates an increase in FTP, job crafting, work engagement,
or job performance over the 1-year study period that could
not be predicted from the baseline scores. Residual change
scores are typical for two-occasion longitudinal studies (Kisbu-
Sakarya, MacKinnon, & Aiken, 2013; Lipshits-Braziler, Gati, &
Tatar, 2015) and are preferred when one is interested in
statistically partialling the influence of the score on the first
assessment from the score on the second assessment
(Salthouse & Tucker-Drob, 2008). The residual change score is
widely considered superior to raw change scores (i.e., T2
minus T1). It assesses the change independent of the initial
score which is necessary because due to regression to the
mean, high scores tend to change downwards over time,
and low scores tend to change upwards, which means that
change scores are typically negatively correlated with baseline
score (Robinson, Noftle, Guo, Asadi, & Zhang, 2015).
Latent variables were used, in which the residual change
score for items (i.e., FTP, decreasing hindering job demands,
and performance) or for mean scores of dimensions (i.e.,
increasing structural job resources, increasing social job
resources, and increasing challenging job demands, and vig-
our, dedication, and absorption) were used as indicators. To
simplify our model and consistent with our hypotheses, we
followed the approaches of Bakker et al. (2012) and Tims et al.
(2015) and we modelled job crafting using two latent factors.
The first factor contained the residual mean scores of increas-
ing structural job resources, increasing social job resources,
and increasing challenging job demands (“crafting more job
resources and challenging job demands”). The second latent
factor consisted of the residual change scores of the six items
assessing decreasing hindering job demands (“crafting fewer
hindering job demands”). A confirmatory factor analyses sug-
gested that this model fitted the data well (χ2
= 382.47,
df = 260, CFI = .93, TLI = .92, IFI = .93, RMSEA = .04) and was
superior compared to a model in which job crafting is mod-
elled as one latent factor with the four residual change scores
of the dimensions as indicators of the latent factor (χ2
= 11.14,
df = 2, CFI = .92, TLI = .76, IFI = .92, RMSEA = .12; Δχ2
/
Δdf = 371.33/258, p < .001) and a model in which job crafting
was modelled as four separate latent factors with the residual
change scores of the items as indicators (χ2
= 304.12, df = 183,
CFI = .86, TLI = .84, IFI = .86, RMSEA = .05; Δχ2
/Δdf = 78.35/77,
p = .436—although the difference in χ2
is not significant,
model fit indices indicate that the first model is to be pre-
ferred over the latter model). Further support for this way of
modelling is provided by the correlations between FTP and
job crafting dimensions that were very similar for the three job
crafting dimensions increasing structural job resources,
increasing social job resources, and increasing challenging
job demands and different for the correlation between FTP
and decreasing hindering job demands across both
measurements.1
Correlations between the two FTP factors, the two job
crafting factors, and the two outcomes were allowed (Pitts et
al., 1996). Measurement model for the whole model indicated
adequate fit: χ2
= 382.47, df = 260, CFI = .93, TLI = .92, IFI = .93,
RMSEA = .04.
Finally, several variables were included as control variables
while testing the hypotheses: age, gender, tenure, educational
level, and supervisory position. However, only age related to
both types of FTP (open-ended FTP: β = –.32; limited FTP:
β = .28, both ps < .001), whereas educational level showed a
relationship with open-ended FTP (β = .14, p = .03), work
engagement (β = –.15, p = .02) and decreasing hindering job
demands (β = –.26, p < .001). The results presented later
include these controlled relationships.
Results
Table 1 reports the descriptive statistics and correlations
among the study variables. As shown in the table, the correla-
tion between changes in open-ended FTP and limited FTP was
modest (r = –.29, p < .01), and the correlations between
changes in open-ended FTP and changes in job crafting
were significant, whereas the correlations between changes
in limited FTP and changes in job crafting were not significant.
Finally, crafting more job resources and challenging job
demands was significantly positively related to changes in
work engagement and job performance, whereas crafting
fewer hindering job demands was not related to changes in
the outcome variables.
Hypothesis testing
Confirming Hypothesis 1, we found that change in open-
ended FTP was positively related to crafting more job

resources and challenging job demands (β = .29, p = .003).
Interestingly, a change in open-ended FTP was marginally
significantly and positively related to crafting fewer hindering
job demands (β = .16, p = .071). No support was found for
Hypothesis 2; the relationship between change in limited FTP
and crafting fewer hindering job demands did not reach sig-
nificance (β = .12, p = .176). These results imply that when
open-ended FTP increased, employees also crafted more job
resources and challenging job demands. However, when lim-
ited FTP changed over time, no change was found in job
crafting within that time frame.
In Hypothesis 3, we expected that a change in open-ended
FTP is indirectly associated with a change in work engagement
and job performance over the 1-year time period through
crafting more job resources and challenging job demands.
The relationships between crafting more job resources and
challenging job demands and changes in work engagement
and job performance were significant (β = .40 and β = .41,
respectively, both ps < .001). Based on these results, we could
test the indirect effect from a change in open-ended FTP to a
change in work engagement and job performance via crafting
more job resources and challenging job demands. The tests of
the indirect effects were indeed significant: with regard to a
change in work engagement, the bootstrap estimate of the
indirect effect was .09, p = .043, and the bias corrected con-
fidence (BCC; MacKinnon, Lockwood, & Williams, 2004) interval
did not include zero (.013–.193). In addition, the bootstrap
estimate for the relationship between change in open-ended
FTP and change in job performance via crafting more job
resources and challenging job demands was .09, p = .055,
and the BCC interval did not include zero (.010–.183). These
results support Hypothesis 3.
Hypothesis 4 predicted that a change in limited FTP is
indirectly related to a change in work engagement and job
performance over the 1-year time period via crafting fewer
hindering job demands. Because a change in limited FTP was
not related to a change in the use of this job crafting strategy
(Hypothesis 2), this hypothesis cannot be supported. However,
we found that the direct relationships between crafting fewer
hindering job demands and changes in work engagement and
job performance were significant and negative (respectively,
β = –.19, p = .032 and β = –.17, p = .052). Model fit of the final
model (see Figure 1) was adequate: χ2
= 452.94, df = 309,
CFI = .92, TLI = .91, IFI = .92, RMSEA = .04 and the direct paths
from change in open-ended FTP to change in work engage-
ment and performance (respectively, β = .10, p = .217 and
β = .10, p = .216) and from change in limited FTP to change in
work engagement and performance (respectively, β = .09,
p = .263 and β = .02, p = .773) were not significant. In order
to further support our hypothesized indirect effects over pos-
sible direct effects, we compared the fit of the model without
the direct relationships between FTP and the work outcomes
with the fit of a model including these direct relationships. The
comparison showed that model fit did not improve when the
direct relationships between FTP and work outcomes were
taken into account (Δχ2
/Δdf = 3.21/4, p = .480). This finding
provides further support for the hypothesized indirect effects.
Discussion
This two-wave study aimed to test the role of FTP as an
antecedent of job crafting, and the mediating role of job
crafting in the relation between FTP and work outcomes.
Based on SST (Carstensen, 1995, 2006), we expected that
Table 1. Means, standard deviations, and correlations among study variables (N = 287).
Mean T1 Mean T2 1 2 3 4 5 6 7 8 9 10
1. Age 45.43 — —
2. Tenure 12.67 — .43** —
3. Education 4.41 — −.11 −.15** —
4. Gender 1.53 — −.18** −.21** −.04 —
5. Δ Open-ended FTP 3.08 3.13 −.34** −.22** .12* .05 —
6. Δ Limited FTP 2.72 2.76 .26** .07 .03 −.08 −.29** —
7. Δ Increasing JR and JD 2.81 2.83 −.13* −.07 .11 −.08 .20** −.09 —
8. Δ Decreasing hind. JD 1.74 1.81 −.05 −.07 −.14* −.04 .12* .04 .23** —
9. Δ Work engagement 5.30 5.17 .01 .02 −.06 −.02 .10 .01 .24** −.01 —
10. Δ Performance 2.86 2.76 −.04 .01 .05 .00 .15** −.07 .24** −.02 .28** —
Δ: residual change between T1 and T2; FTP: future time perspective; JR: job resources; JD: job demands; hind.: hindering.
**p < .01, *p < .05.
Δ Open-ended FTP
Δ Limited FTP
Δ Work engagement
Δ Job performance
.29**
.16†
.12
.03
.41**
–.17*
.40**
Δ Incr. JR
Δ Incr. JD
Δ Decr. JD
–.19*
.10
.10
.02
.09
Figure 1. Results of structural equation modelling (controlling for age and educational level).
Standardized estimates are reported. FTP: future time perspective; Δ: 1-year residual change between time 1 and time 2; Incr.: increasing; JR: job resources; Decr.: decreasing; JD: job
demands. Solid lines represent hypothesized relationships, dotted lines represent controlled relationships.
**p < .01, *p < .05, †p < .10.

open-ended FTP would have a positive, whereas limited FTP
would have a negative influence on work engagement and
job performance through job crafting behaviours. More speci-
fically, employees with an open-ended FTP are focused on
long-term goals such as gathering information and expanding
their breadth of knowledge. To increase the fit with their job,
we expected that employees whose open-ended FTP
increased over the 1-year time period would also craft more
structural and social job resources and challenging job
demands, which would subsequently lead to increased
engagement and performance. Employees with a limited FTP
are focused on short-term goals such as emotion regulation by
avoiding negative events and emotions, and thus employees
whose limited FTP increased over the 1-year time period were
expected to craft fewer hindering job demands. Because
decreasing hindering job demands costs a lot of energy and
might lead to feelings of ineffectiveness, we expected that the
work outcomes of these employees would also decrease.
In line with our hypotheses, our results showed that
changes in open-ended FTP were positively associated with
changes in job crafting behaviour, thereby demonstrating that
individual motivational factors can enhance job crafting. More
specifically, employees with increased levels of open-ended
FTP crafted more job resources and challenging job demands.
These results indicate that, as expected, employees with an
open-ended FTP seek additional resources and challenges at
work in order to attain their long-term developmental goals. In
addition, we found that changes in open-ended FTP had an
indirect positive relationship with changes in work engage-
ment and job performance via changes in this type of job
crafting. More specifically, employees with increased open-
ended FTP crafted more job resources and challenging job
demands, which in turn was related to increases in work
engagement and job performance. Our results demonstrated
that open-ended FTP, which is an individual perception of
time, only has an impact on work outcomes (i.e., work engage-
ment and performance) when it is mediated by a behavioural
factor, in our case job crafting. This suggests that simply
having an expansive time perspective that focuses on devel-
opment and growth is not sufficient by itself to cause changes
in work outcomes. Rather, actual behaviour in the form of job
crafting is necessary to turn the open-ended time perspective
into positive work-related outcomes (i.e., enhanced work
engagement and better performance).
Contrary to our expectations, the results indicated that
employees with increased levels of open-ended FTP also
crafted their job by decreasing their hindering job demands.
A possible explanation is that employees with increased open-
ended FTP decrease hindering job demands to make sure they
have sufficient time and resources to invest in their long-term
instrumental goals related to knowledge acquisition. Also con-
trary to our expectations, changes in limited FTP were not
associated with crafting fewer hindering job demands. It
might be that employees who perceive that they have a
limited future time and restricted possibilities no longer allo-
cate any resources, such as their time and energy, to work, not
even to make their work less demanding. Engaging in proac-
tive behaviour requires additional resources, such as time and
energy (Bolino & Turnley, 2005). However, employees with a
limited FTP face depleting resources (e.g., in perceived time).
Although we proposed that this depletion in resources would
evoke crafting fewer hindering job demands, it might be that
employees with a limited FTP have too few resources available
to invest in job crafting behaviour in the first place. This line of
reasoning is supported by the Conservation of Resources the-
ory (Hobfoll, 2002) which proposes that loss of resources tends
to lead to loss cycles; people facing depleting resources are
less likely to have the appropriate resources to deal with these
losses, resulting in additional resource losses. Another expla-
nation might be that employees with limited FTP craft in
another way than decreasing hindering job demands. SST
(Carstensen, 1995, 2006) proposes that people with a limited
FTP focus on having meaningful experiences or feelings of
social embeddedness. Similarly, Kooij and Van de Voorde
(2011) found that limited FTP was positively associated with
an increase in generativity motives at work. Thus, employees
with a limited FTP may craft their job differently by mentoring
colleagues and transferring knowledge to them. A final expla-
nation could be that employees with a limited FTP seek social
embeddedness and meaningful experiences outside of work,
by spending time with family, and thus no longer put time
and energy in crafting their work. Similarly, Petrou and Bakker
(2016) found that employees with high strain at work engage
in leisure crafting (i.e., the proactive pursuit and enactment of
leisure activities).
Finally, we found that crafting fewer hindering job
demands was related to decreased levels of work engagement
and job performance, suggesting that crafting fewer hindering
job demands, as expected, costs energy, and will lead to a less
psychologically stimulating job and feelings of ineffectiveness
because hindering job demands are also part of the job. This
finding brings further clarification to the mixed findings
regarding the effects of decreasing hindering job demands
and supports recent findings of Demerouti (2014) and Tims
et al. (2015) in showing that this job crafting dimension is
negatively related to employee well-being and performance.
However, since changes in limited FTP were not related to
changes in crafting fewer hindering job demands, we found
no indirect effect of changes in limited FTP on changes in
work engagement and performance via changes in this job
crafting behaviour.
Strengths and limitations
Important strengths of this study are the two-wave study
design to test our hypotheses, our use of two outcome mea-
sures relevant for both employees and organizations, and our
addition of a motivational antecedent of proactive job crafting
behaviour. However, our study also has some limitations. First,
we used a time lag of 1 year—which is in line with previous
studies (e.g., Schaufeli et al., 2009)—but theory on appropriate
time lags is lacking. Because substantial changes in FTP are
more likely to occur across multiple years (Cate & John, 2007),
it might be that 1 year is too short to capture changes in FTP.
Nevertheless, we did find clear associations between changes
in open-ended FTP, job crafting behaviour, work engagement,
and job performance over the 1-year time period, suggesting
that the 1-year time lag was appropriate for our study.

A second limitation involves the measure for job performance
that we used in this study. We assessed a general perception
of employees’ job performance, whereas job performance has
different dimensions (Ng & Feldman, 2008), which might be
differentially associated with the dimensions of job crafting.
Similarly, we only measured a positive indicator of well-being
(i.e., work engagement), whereas decreasing hindering job
demands could prevent an increase in levels of burnout (a
negative indicator of well-being; Tims et al., 2012). Future
studies examining the effects of FTP on job crafting and
work outcomes could include other dimensions of perfor-
mance (e.g., extra-role behaviour) and negative indicators of
well-being (e.g., exhaustion). Third, the data were collected
from a single source (i.e., employees) using self-reports,
which might have led to common method bias (Podsakoff,
MacKenzie, Lee, & Podsakoff, 2003). However, in line with the
suggestions of Podsakoff et al. (2003), we only used carefully
constructed and validated measures and we also tested a one-
factor model to reduce the risk of common method bias
influencing our results. In addition, the distribution of mea-
surements over time and the use of change scores may have
diminished the risks for common method bias (Doty & Glick,
1998). Besides, employees’ perceptions of time, their job craft-
ing behaviours, and their work engagement cannot easily and
accurately be obtained from alternative sources (Mäkikangas,
Kinnunen, & Feldt, 2004). To improve our design even further,
future studies could include objective measures and/or multi-
source data on job performance.
Theoretical implications
The present findings have two important theoretical implica-
tions for the literature on job crafting and FTP. First of all, to
the best of our knowledge, this is the first study examining
FTP as a predictor of job crafting (Tims et al., 2012;
Wrzesniewski & Dutton, 2001). Building on existing knowledge
of antecedents of job crafting (Tims et al., 2012, 2014), which
have focused on individual factors that enhance the ability to
job craft (i.e., self-efficacy and proactive personality), we found
that the individual motivational concept of FTP is an antece-
dent of specific job crafting behaviours. Particularly, changes
in open-ended FTP were positively related to changes in job
crafting in terms of increasing structural and social job
resources and challenging job demands; employees with
increased open-ended FTP increasingly focus on learning
new things and experiencing novelty, and thus engaged
more in job crafting behaviour, such as asking for feedback
and taking on new projects, to accomplish this. In line with
Wrzesniewski and Dutton (2001), who proposed that indivi-
dual needs motivate employees to craft their job, we found
that (the motivational construct of) open-ended FTP increases
specific job crafting behaviours to improve the fit of the job
with long-term individual growth goal focus and work-related
motives. Another psychological mechanism that might explain
the influence of open-ended FTP on job crafting behaviour,
besides improving person-job fit, is future goal attainment.
Social cognitive theory (Bandura, 2006) proposes that envi-
sioning the future (i.e., an open-ended FTP) is one of the core
properties of human agency. Envisioning and anticipating the
future allows people to motivate themselves and guide their
actions to achieve their future goals. Similarly, FTP theory
(Nuttin, 1964) proposes that individuals with an open-ended
FTP envision future outcomes which increases the instrumen-
tality of current behaviour. In addition, individuals with an
open-ended FTP have a more optimistic outlook on the future
and the possibilities in that future (Nuttin, 1964). They are
therefore more confident in the attainment of future goals,
which triggers current behaviours such as setting up a new
challenging project. Our study results show that open-ended
FTP indeed triggers current behaviours, in this case the proac-
tive work behaviour of job crafting, to achieve future goals.
This line of reasoning might also explain why changes in
limited FTP were not associated with changes in job crafting
behaviour.
Second, this study extends SST (Carstensen, 1995) by
revealing the importance of the behavioural consequences
of open-ended FTP in the work context. In line with SST, we
found that employees with an increased open-ended FTP try
to acquire knowledge by increasing their job resources and
challenging job demands, which in turn results in higher levels
of work engagement and job performance. Moreover, our
study demonstrates that the perception of time in itself may
not be sufficient to influence worker outcomes but that a
behavioural mediator is necessary to improve these outcomes.
These findings suggest that an open-ended time perspective
can mobilize employees to proactively craft their job in terms
of increasing job resources and challenging job demands,
which is subsequently associated with an increase in well-
being and performance.
Practical implications
In line with previous studies on job crafting, we argue that
organizations should pay considerable attention to this phe-
nomenon because employees who craft their jobs such that
they enrich their work can become more engaged and per-
form better at work, whereas the crafting of fewer job
demands seems to have negative relationships with these
outcomes. Although job crafting is initiated by employees
and may sometimes be invisible to the organization and
their managers, this study reveals that organizations can still
influence job crafting behaviours. We found that an open-
ended FTP can stimulate job crafting behaviours in terms of
increasing job resources and challenging job demands. In
addition, research has shown that FTP is a flexible construct
(Zacher & Frese, 2009). Therefore, organizations could aim to
lengthen employees’ time perspective, for example, by speci-
fically outlining their future within the company in a career
plan (see also Carstensen, Isaacowitz, & Charles, 1999) or by
implementing interventions that stimulate employees to
actively think about their long-term career goals (e.g., see
Akkermans, Brenninkmeijer, Schaufeli, & Blonk, 2015). In this
way, organizations could shift the focus towards promoting
open-ended time perspectives among their employees, which
could subsequently lead to more proactive job crafting beha-
viours at work aimed at goal attainment and knowledge
acquisition. This increase in proactive job crafting behaviour
would then lead to enhanced levels of work engagement and

performance. This is also a very important implication in light
of the ageing workforce (Bal et al., 2015) because open-ended
FTP tends to decrease with age (Lang & Carstensen, 2002).
Conclusion
The present study contributes to the literature on FTP, job
crafting, work engagement, and job performance. We found
that employees whose open-ended FTP increased over a 1-
year time period also increased their levels of crafting their job
such that it provided them with more opportunities for long-
term knowledge acquisition by increasing their job resources
and challenging job demands, which in turn resulted in higher
levels of work engagement and job performance. Therefore,
FTP seems to be an important individual motivational con-
struct that could explain how and why employees craft their
job and thereby their subsequent work outcomes.
Note
1. To illustrate, correlations between T1 open-ended FTP and T1
increasing structural and social job resources, and increasing chal-
lenging job demands were respectively .37, .36, and .27, ps < .01
whereas the correlation between open-ended FTP and decreasing
hindering job demands was –.08, p = .16. Correlations between T1
limited FTP and T1 increasing structural and social job resources,
and increasing challenging job demands were respectively –.16,
–.15, both ps < .01, and –.08, p = .16 whereas the correlation
between limited FTP and decreasing hindering job demands was
.13, p < .05.
Disclosure statement
No potential conflict of interest was reported by the authors.
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