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Hypothesis 1a: The effect of Team job crafting on team performance is mediated by team engagement.

Task interdependence and team engagement

High task interdependence is said to encourage team members to relate more and share information among each other. When teams work together, a curvilinear relationship between team interdependence and team engagement is developed which increases the level of coordination and interaction (Saavedra, et al, 1993). This might however not be the case because teams are quite different and not all members of a team are willing to depend on the other to boost performance. Some members have different perceptions and attitudes and the idea of working together may not be easily welcomed. Achieving organizational goals as a team may be frowned upon by others as they are rewarded collectively regardless of the level of performance and effort exerted. Some members are after self-development and would want individual recognition and rewards for their efforts as opposed to collective rewarding and recognition. This may lead to lack of participation and engagement from members as they don’t feel a sense of self-fulfilment from working in teams. This is because their efforts are locked in the group and such members have the tendency of holding back and not releasing their full potential as they feel it is going to waste. They therefore do not contribute to any ideas or share any information that may be of importance to the team leading to a stall in the achievement of set organizational goals and objectives.

Hypothesis 1b: The effect of task interdependence on team performance is mediated by team engagement.

Job crafting and team engagement

Job crafting is aimed at decreasing employees’ demands (Tim et al., 2013). It is in human nature that human wants and needs cannot be fully satisfied and that they are unlimited in nature. Once a need is satisfied, more crop up that need equal attention. Job crafting involves employees changing their demands to fit those of the team. Members of a team have to decide collectively the resources they need in order to perform their tasks. While this is seen as enhancing team engagement and ultimately boost achievement of organizational objectives, the individual demands at this point take a back seat to give room for the team’s needs. An employee may feel that his needs are being ignored and perform poorly in the organizational activities contributing less to the achievement of the set goals. While employees who are engaged are said to exhibit positive emotions such as feelings of happiness and enthusiasm, an employee who lacks morale cannot be wholly engaged in organizational activities as the motivating factors supposed to steer and boost performance are not in place. Employees are more engaged in activities if they know what is expected of them. Contrary to this, individuals are more engaged in the performance of individual tasks as they are accountable for their actions as opposed to team tasks where the team leader is mostly accountable.


Tims, M., Bakker, A. B., Derks, D., & Van Rhenen, W. (2013). Job crafting at the team and individual level: Implications for work engagement and performance. Group & Organization Management, 24(1). 427-454. doi: 10.1177/1059601113492421

Saavedra, R., Earley, PC., & Van Dyne, L. (1993). Complex interdependence in task-performing groups. Journal of Applied Psychology, 78, 61-72. Doi: 10.1037/0021- 9010.78.1.61