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Attaining sustainable employment within organizations: uncovering the impact of job crafting amid contextual and individual influences
Abstract
Purpose
This study aims to elucidate a framework to attain sustainable employment driven by contextual and dispositional determinants mediated by job crafting. The factors under investigation encompass high-quality leader-member exchange (LMX), job characteristics in alignment with the job characteristics model (JCM) and individuals’ approach temperament.
Design/methodology/approach
This study identified a sample of 222 corporate professionals residing in the Delhi/NCR region. This study used SmartPLS 4 to conduct structural equation modeling to examine and interpret the obtained data.
Findings
Collectively, LMX, job characteristics and approach temperament exert a beneficial influence on employees who actively engage in job crafting, subsequently enhancing sustainable employment. The findings confirm that the relationship between approach temperament and sustainable employment is fully mediated by job crafting. Furthermore, job crafting partially mediates the relationship between (1) LMX and sustainable employment and (2) job characteristics and sustainable employment.
Practical implications
Through our study, organizations can gain valuable insights into enhancing employees’ sustainable employability by fostering job crafting. Achieving this objective involves incorporating contextual and dispositional elements like LMX and job characteristics and training individuals on approach temperament.
Originality/value
This unique study aims to establish a framework to achieve sustainable employment initiated by contextual and dispositional factors. It also contributes to the literature by presenting the mediation effect of job crafting between contextual and dispositional factors and sustainable employment.
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Artificial intelligence (AI) is becoming increasingly common in organizations, and more and more employees are talking about AI with their coworkers (i.e., AI talk). However, we have limited knowledge of what effects AI talk has on employees’ psychological states and subsequent behaviors. Drawing on self-efficacy theory, we propose that talking about AI is positively associated with AI self-efficacy (i.e., the degree to which individuals think they can successfully complete AI-related tasks), which in turn increases proactive coping behavior to adapt to AI (i.e., AI crafting). Furthermore, we suggest that leader AI-focused attention moderates these positive indirect effects such that these relationships are strengthened when leaders focus more attention on AI (i.e., leader AI-focused attention is high). To test our theoretical model, we conducted an experiment and a multi-wave field study in organizations using AI. This research reveals the effects of AI talk on AI crafting via AI self-efficacy, which expands the existing AI literature and job crafting literature and provides a more comprehensive understanding of AI in the workplace.
Purpose
Extensive research has demonstrated the influence of job resources on mitigating the impact of high job demands on individual well-being. Still, little is known about how individuals use job resources to cope. This study advances job demands-resources (JD-R) theory by investigating the process of job resource utilization from a coping perspective.
Design/methodology/approach
This study is based on in-depth interviews with 32 Chinese senior executives using a Critical Incident Technique (CIT) for data collection and thematic analysis for data analysis.
Findings
Data analysis reveals a 2x2 matrix model of resource utilization, highlighting the relevance of internal and external job resources in coping and resource creation.
Practical implications
The findings suggest that work stress intervention should look beyond the organizational domain and assist senior executives in exploring and developing external resources for coping. Additionally, organizations should equip senior executives with sufficient support to create new job resources that effectively manage complicated job demands.
Originality/value
The results of this study extend the understanding of job resources by distinguishing internal and external job resources. It also provides a dynamic view of resource utilization, emphasizing the role of job crafting in creating adaptable job resources to meet job demands.
Although the importance of developing and sustaining passion for work over time has long been underscored, how this can be accomplished has yet to be elaborated and substantiated in the literature. Drawing upon the self-concordance model, we proposed a theoretical model in which harmonious work passion (i.e., passion derived from an autonomous internalization of work into one's identity) may develop and be sustained over time through promoting job crafting behaviors that, in turn, spur greater subsequent passion later on. However, obsessive work passion (i.e., passion emanated from a controlled internalization of work with intra-or interper-sonal contingencies attached) is less likely to promote this self-reinforcing cycle. Multivariate Acknowledgments: We are indebted to Susan Ashford for her insightful edits, comments, and suggestions on earlier versions of this article. We are also grateful for for their invaluable suggestions and discussions.
Prior research has adopted a job-crafting perspective to explain why employees attempt to craft their roles meaningfully (Wrzesniewski & Dutton, 2001). We explore this theoretical lens in a new context that is particularly challenging for workers and where it would seem unlikely to apply: poverty. More specifically, we study female teachers in slums in India. We use a mixed- methods approach—first qualitative research, then quantitative research—to contextualize job- crafting theorizing by identifying, conceptualizing, and testing situational challenges and enablers in regard to meaningful work in this context. More specifically, we develop and corroborate new theory suggesting that poverty- and gender-related stressors deplete teachers’ energy and resources, limiting relational job crafting, but that teachers’ identification with the community helps to counteract this challenge, ultimately increasing their social impact. More fundamentally, we show how job-crafting theorizing, contextualized in a poverty setting, helps to understand how social organizations, through their fieldworkers (e.g., female teachers), create social impact.
Despite the great emphasis organizations and human resource management (HRM) research place on turnover issues, one turnover phenomenon has received only limited attention so far: joint leader–member turnover. This research examines supervisor‐initiated turnover (SIT) (i.e., employees' decision to quit their employer to follow a former supervisor to a new organization) and develops a comprehensive model of the SIT decision process, grounded on conservation of resources (COR) theory, that delineates the resource evaluation, conservation and investment deliberations of employees. We take a relational perspective and particularly focus on the leader–member relationship as an important antecedent of SIT and thereby respond to the call for more critical investigations of leader–member exchange (LMX) and corresponding HRM implications. Our three studies (survey, scenario experiment, and dyadic interview study) demonstrate that LMX positively affects SIT intentions (SITI) and that supervisor commitment represents an important mediating mechanism of the LMX–SITI relationship. Our interview study with 46 leader–member dyads identifies relational factors that promote or hinder SIT beyond the leader–member relationship. We discuss the theoretical contributions and practical implications for HRM.
Purpose
The primary study purpose is to examine whether managerial support triggers job crafting and sustainable employability, and to what extent work uncertainty moderates the managerial support and sustainable employability relationships mediated by job crafting using a moderated mediation approach. Thus, this study aims to uncover new antecedent and outcomes of job crafting using job demands and resources (JD–R) theory as no such research has yet examined these relationships.
Design/methodology/approach
The structural equation modeling (SEM) technique was employed to test the proposed relationships based on survey data that include a final 483 knowledge workers of the services sector. The authors tested the structural model using self-developed estimates for AMOS 24.0 to examine the moderated mediation process models (process models 7, 14 and 58) rather than using a conventional process macro through SPSS.
Findings
Consistent with the formulated hypothesis, the results of this study indicate that managerial support directly stimulates job crafting and sustainable employability. Further, job crafting mediates the relationships between managerial support and sustainable employability. This validates the JD–R theory assumption that managerial support as job resources initiates a motivational process through job crafting, leading to sustainable employability as the outcome of the motivational process. Additionally, the moderated mediation results show that in the presence of high work uncertainty, employees are more engaged in job crafting to boost their sustainable employability.
Practical implications
Organizations may incorporate these findings while developing human resources (HR) management policies and practices to align top-down and bottom-up job re(design) approaches. For example, by designing line managers’ role in implementation of supportive HR practices, their supportive leadership behavior towards employees will successfully trigger job crafting and nurture their sustainable employability.
Originality/value
This research adds to the work design and employability literature. No such study has yet examined whether managerial support triggers job crafting and sustainable employability. Prior studies examine personality traits, some individual difference variable, job characteristics, or leadership influence as antecedents of job crafting. Utilizing the JD–R theory, we empirically validate that job crafting plays a vital role in the motivational process initiated by the job resources (managerial support), leading to sustainable employability as an outcome of the motivational process. The authors further show that in the presence of high job demands (work uncertainty), employees are more engaged in job crafting and more conscious to boost their sustainable employability.
Purpose
Through focusing on gig workers registered in three crowdsourcing platforms, the authors investigate how individual and collaborative job crafting may be positively related to the meaningful work and affective commitment those gig workers develop towards the crowdsourcing platforms they register in.
Design/methodology/approach
The authors employed a quantitative research method in which they focused on date from surveys completed by 327 gig workers. They tested the hypotheses using SmartPLS 3, which is more suitable when dealing with complex models, non-normal data, small samples and higher-order constructs.
Findings
The results showed that the proactive behaviour embedded within both individual and collaborative job crafting may lead to a sense of meaningfulness for gig workers and subsequently, their affective commitment towards the crowdsourcing platforms they register in. Specifically, the more gig workers undertake individual (H1) and collaborative (H2) job crafting behaviour, the greater the sense of meaningfulness they develop. Moreover, meaningfulness for gig workers positively affects their affective commitment towards the crowdsourcing platforms they register with (H3).
Originality/value
To the best of the authors' knowledge, this study is the first of its kind in the context of France and the European Union to focus on job crafting and its effect on both meaningful work and the affective commitment of non-traditional workers. This paper contributes by filling a gap in human resource (HR) management, in which empirical studies that address gig work have been limited so far.
Based on the theory of proactive personality, which proposes that proactive individuals are more likely to shape their surroundings to enhance their person-environment fit compared to passive individuals, we developed a model that addresses the mechanism underlying the relationship between proactive personality and person-environment fit. A sample of a three-wave survey collected from 171 employees was used to examine this model. Regression analyses indicated that proactive personality correlated positively with job crafting. Job crafting fully mediated the relationships between proactive personality and person-organization fit, person-group fit, and person-supervisor fit and partially mediated the relationships of proactive personality with person-job fit and person-vocation fit. In addition, job autonomy moderated the proactive personality-job crafting relationship, and this relationship was stronger for employees with high rather than low job autonomy. The moderated mediation analyses further indicated that the indirect effects of proactive personality on person-job fit, person-organization fit, person-group fit, and person-vocation fit via job crafting are stronger for employees with high rather than low job autonomy. These findings have important implications for career development and counseling.
Aims
Based on conservation of resources theory, the study aimed to investigate how nurses' strengths use affects their turnover intention and its potential mechanisms and boundary conditions.
Design
The study adopted a time-lagged research design.
Methods
The study was conducted from October 2019 to January 2020, with a sample of 234 registered nurses in a tertiary hospital in Beijing, China. The study used bootstrapping to test the hypotheses.
Results
Strengths use had a significant negative effect on turnover intention, and job crafting completely mediated the relationship between strengths use and turnover intention. Furthermore, self-efficacy positively moderated the direct relationship between strengths use and job crafting and the indirect relationship between strengths use and turnover intention via job crafting.
Conclusion
The study is the first to examine the relationships among nurses' strengths use and turnover intention, demonstrating that the activation and accumulation of work resources through job crafting can effectively reduce nurses' turnover intention. Additionally, by emphasizing the moderating effect of self-efficacy, the study contributes to finding a way for hospitals to enhance the effectiveness of nurses' strengths use in terms of increased job crafting and reduced turnover intention.
Impact
Nurse managers should help nurses identify their strengths to improve their strengths use, provide nurses with more freedom to craft their jobs and take actions to build nurses' self-efficacy and positive expectations about their jobs.
Drawing on the resource allocation theory, job crafting, and creativity literature, this paper examines a curvilinear (inverted U-shaped) relationship between job crafting and creative performance. Also investigated is how this curvilinear relationship is moderated by individuals’ cognitive ability and time scarcity. Two multi-wave multi-source survey studies conducted in mainland China provide convergent support. In Study 1, using data from 144 editors and their immediate supervisors, we confirmed our prediction that job crafting had an inverted U-shaped relationship with creative performance. In Study 2, the data from 198 matched employee-supervisor pairs replicated the findings in Study 1, while providing further support for the moderating effect of cognitive ability and time scarcity. Specifically, when individuals’ cognitive ability was lower (or time scarcity was higher), the inverted U-shaped relationship between job crafting and creative performance was stronger. We discuss the theoretical and practical implications of these studies.
Management research on humor, which has mainly been conducted in Anglo-Saxon regions, generally tends to assume that the use of humor by a leader towards his or her subordinates has positive effects. However, despite the popularity of such studies in Anglo-Saxon regions, less attention has so far been paid to the aspects of the cultural context of leader humor, particularly in regard to time. We argue that leader humor is not so effective in East Asia because of different preferences in relation to communication style and divergent expectations and value sets during early-phase leader–member interactions. On the other hand, however, we also argue that leader humor may become equally if not more effective in the mature phase of leader–member interactions. While cultural differences, along with the current popularity of positive emotions, including humor, at work, are much more apparent at the early stage of a relationship, our exploration uncovers areas that are important for effective cross-cultural communication training and the development of managers for global assignments.
Based on resources theories, the present study examines a serial mediation model, in which empowering leadership predicts employee job crafting through psychological capital (PsyCap) and trust in leader, and job crafting subsequently predicts three different work behaviors: psychological withdrawal, physical withdrawal, and positive work behavior. Data were collected from US employees at four separate points with one-month intervals. Structural equation modeling including testing alternative models was utilized to assess the mediation model. The results generally supported the hypothesized model, suggesting that empowering leadership elicited greater personal and job resources in the form of PsyCap and leader trust, which in turn, led to job crafting behaviors. Subsequently, job craft-ing made employees engage in more positive work behaviors , as well as fewer psychological and physical withdrawal behaviors. Significant direct effects of empowering leadership and PsyCap on one outcome, psychological withdrawal , were found in some analyses, however. Overall, the findings of the present study underline the importance of personal and job resources for favorable work behaviors by testing the mediating processes.
Purpose
This paper provides a comprehensive, yet concise, overview of the considerations and metrics required for PLS-SEM analysis and result reporting. Preliminary considerations are summarized first, including reasons for choosing PLS-SEM, recommended sample size in selected contexts, distributional assumptions, use of secondary data, statistical power, and the need for goodness-of-fit testing. Next, the metrics, as well as the rules of thumb, that should be applied to assess the PLS-SEM results are covered. Besides covering established PLS-SEM evaluation criteria, the overview includes new guidelines for applying (1) PLSpredict, a novel approach for assessing a model’s out-of-sample prediction, (2) metrics for model comparisons, and (3) several complementary methods for checking the results’ robustness.
Design/methodology/approach
This paper provides an overview of previously and recently proposed metrics, as well as rules of thumb, for evaluating the results of research, based on the application of PLS-SEM.
Findings
Most of the previously applied metrics for evaluating PLS-SEM results are still relevant, but scholars need to be knowledgeable about recently proposed metrics (e.g., model comparison criteria) and methods (e.g., endogeneity assessment, latent class analyses, PLSpredict) and when and how to apply them.
Research limitations/implications
Methodological developments associated with PLS-SEM are rapidly emerging. The metrics reported in this paper are useful for current applications, but scholars need to continuously seek the latest developments in the PLS-SEM method.
Originality/value
In light of more recent research and methodological developments in the PLS-SEM domain, guidelines for the method’s use need to be continuously extended and updated. This paper is the most current and comprehensive summary of the PLS-SEM method and the metrics applied to assess its solutions.
Purpose
The present study examines the role of job crafting behaviours in predicting work family enrichment. It was hypothesized that employees who are able to adjust their work environment proactively by increasing structural and social job resources, increasing challenging job demands, and decreasing hindering job demands would be more engaged and experience work-family enrichment.
Design/methodology/approach
The sample for the study consisted of 496 employees working in diverse nature of organizations in India. Structural equation modelling with the help of SPSS AMOS 20 was used for testing the study hypotheses.
Findings
The results reveal a strong relationship between job crafting and work-family enrichment experiences among employees. The study also established the role of work engagement as a mediator of the relationship between job crafting and work-family enrichment.\
Research limitations/implications
The study significantly advances the underdeveloped literature on work-family enrichment by establishing job crafting as a predictor and illuminating the underlying psychological processes in a non-western collectivist culture. The study also contributes to theory building around the construct of job crafting which is still in its infancy.
Practical implications
The practitioners are encouraged to provide opportunities, support and freedom for job crafting to their employees for better work and home outcomes.
Originality/value
The present study is one of the pioneer attempts to examine how employees themselves can influence work-family enrichment by enhancing their engagement level towards work using job crafting.
The present paper aims to establish an exploratory research in the relationship between job characteristics and performance while evaluating the mediating role of job crafting. Service industry being the target zone with 100 middle level managers working in esteemed organizations (5 star hotels). Mediation analysis was assessed through PROCESS macro (Hayes, 2012) in SPSS. With correlational analysis it was explored that all the three variables were significantly and positively related. Job crafting as a mediator between the two constructs was also analyzed wherein it showcased a partial mediation between job characteristics and task performance and also between job characteristics and contextual performance. Therefore, it can be concluded that employees who engage in the acts of job crafting are more likely to perform better.
The current study introduces an ultra-short, 3-item version of the Utrecht Work Engagement Scale. Using five national samples from Finland (N = 22,117), Japan (N = 1,968), the Netherlands (N = 38,278), Belgium/Flanders (N = 5,062), and Spain (N = 10,040) its internal consistency and factorial validity vis-à-vis validated measures of burnout, workaholism, and job boredom are demonstrated. Moreover, the UWES-3 shares 86-92% of its variance with the longer nine-item version and the pattern of correlations of both versions with 9 indicators of well-being, 8 job demands, 10 job resources, and 6 outcomes is highly similar with an average, absolute difference between correlations of only.02. Hence, it is concluded that the UWES-3 is a reliable and valid indicator of work engagement that can be used as an alternative to the longer version, for instance in national and international epidemiological surveys on employee's working conditions.
Job crafting is a form of proactive work behavior that involves employees actively changing the (perceived) characteristics of their jobs, including behaviors aimed at increasing challenging and decreasing hindering job demands, as well as those directed at increasing structural and social job resources (Tims & Bakker, 2010). Research on job crafting has rapidly increased over the past decade, but findings have thus far not been quantitatively synthesized. We first integrate job crafting as conceptualized by Tims and Bakker (2010) with a more general theoretical model of proactive work behavior. Then, we present a meta-analysis (K = 122 independent samples representing N = 35,670 workers) of relationships between job crafting behaviors and their various antecedents and work outcomes derived from our model. We consider both overall and dimension-level job crafting relationships. Notably, overall job crafting was found to be strongly associated with proactive personality (rc = .543), promotion regulatory focus (rc = .509), and work engagement (rc = .450). Differential results emerged when considering specific job crafting dimensions. For example, increasing challenging job demands was associated with other-rated work performance (rc = .422), whereas decreasing hindering job demands was related to turnover intentions (rc = .235). Beyond these zero-order relationships, a meta-analytic confirmatory factor analysis provide support for the operationalization of overall job crafting based upon the proposed dimensions, with the exception of decreasing hindering demands. Additionally, results of meta-analytic relative weights analyses speak to the unique relationships of all four job crafting dimensions with different work outcomes.
The work life of misfits – employees whose important values are incongruent with the values of their organization – represents an under-researched area of the person-environment fit literature. The unfortunate reality is that these individuals are likely to be disengaged and unproductive at work. In this manuscript, we entertain the possibility that employees can protect themselves from this situation if they engage in alternative actions that supplement the fundamental needs that go unmet from value incongruence. We integrate theorizing about the motivational role of need fulfillment and work/non-work behaviors in order to examine whether two actions in particular – job crafting and leisure activity – can potentially mitigate the negative effects of value incongruence on employee performance. In a field study of employees from diverse organizations and industries, the results suggest that both job crafting and leisure activity indeed act as a buffer, mitigating the otherwise negative effects of value incongruence on employee engagement and job performance (both task performance and citizenship behavior).
Purpose
– The purpose of this paper is to examine the process through which leader-member exchange (LMX) is related to followers’ job performance. Integrating the literature on LMX theory and resource theories, the authors hypothesized that the positive relationship between LMX and employee job performance is sequentially mediated by job resources (autonomy, developmental opportunities, and social support) and employee work engagement.
Design/methodology/approach
– In total, 847 Dutch police officers filled out an online questionnaire. Multilevel structural equation modeling was used to test the hypothesized relationships and to account for the nesting of employees in teams.
Findings
– Employees in high-quality LMX relationships work in a more resourceful work environment (i.e. report more developmental opportunities and social support, but not more autonomy). This resourceful work environment, in turn, facilitates work engagement and job performance.
Research limitations/implications
– Because of the research design, it is difficult to draw conclusions about causality. Future research may test the newly proposed relationship using a longitudinal or daily diary design.
Practical implications
– This study emphasizes the value of high-LMX relationships for building a resourceful environment. In turn, this resourceful environment has important implications for employees’ work engagement and job performance.
Originality/value
– This study examines LMX as a more distal predictor of employee job performance and examines a sequential underlying mechanism to explain this relationship. Furthermore, this paper explicitly examined job resources as a mediator in the relationship between LMX and employee job performance.
Orientation: There is a lack of South African research relating to the provision of intrinsic rewards to retail employees.
Research purpose: The purpose of this research was to determine whether there is a relationship between intrinsic rewards and work engagement in the South African retail industry. Furthermore, it sought to validate an instrument to measure intrinsic rewards within the South African context.
Motivation for the study: There is currently a paucity of research exploring intrinsic rewards, specifically their importance for work engagement. Furthermore, there is a lack of instruments validated in South Africa that can be used to measure intrinsic rewards.
Research approach, design and method: This quantitative study was conducted using a cross-sectional design and non-probability sampling of 181 employees from a South African retail organisation. The questionnaire included a demographic section, the Utrecht Work Engagement Scale and the Work Engagement Profile.
Main findings: Statistically significant, positive relationships were found between all subscales of the two instruments. There were significant differences in the means for intrinsic rewards and work engagement for gender and age. Notably, the exploratory factor analysis for both instruments did not support the factor structure indicated in the literature.
Practical/managerial implications: South African retail organisations should create work environments that provide intrinsic rewards as part of their reward package, to encourage work engagement.
Contribution/value-add: These findings add to the current body of literature regarding intrinsic rewards and work engagement and provide insight into variables that promote work engagement within the South African retail context.
Orientation: For a long time, employees have been viewed as passive performers of their assigned job tasks. Recently, several scholars have argued that job design theory needs to address the influence of employees on their job designs.
Research purpose: The purpose of the study was to fit job crafting in job design theory.
Motivation for the study: The study was an attempt to shed more light on the types of proactive behaviours of individual employees at work. Moreover, we explored the concept of job crafting and its antecedents and consequences.
Research design, approach and method: A literature study was conducted in which the focus was first on proactive behaviour of the employee and then on job crafting.
Main findings: Job crafting can be seen as a specific form of proactive behaviour in which the employee initiates changes in the level of job demands and job resources. Job crafting may be facilitated by job and individual characteristics and may enable employees to fit their jobs to their personal knowledge, skills and abilities on the one hand and to their preferences and needs on the other hand.
Practical/managerial implications: Job crafting may be a good way for employees to improve their work motivation and other positive work outcomes. Employees could be encouraged to exert more influence on their job characteristics.
Contribution/value-add: This article describes a relatively new perspective on active job redesign by the individual, called job crafting, which has important implications for job design theories.
Structural equation modeling (SEM) has become a quasi-standard in marketing and management research when it comes to analyzing the cause-effect relations between latent constructs. For most researchers, SEM is equivalent to carrying out covariance-based SEM (CB-SEM). While marketing researchers have a basic understanding of CB-SEM, most of them are only barely familiar with the other useful approach to SEM-partial least squares SEM (PLS-SEM). The current paper reviews PLS-SEM and its algorithm, and provides an overview of when it can be most appropriately applied, indicating its potential and limitations for future research. The authors conclude that PLS-SEM path modeling, if appropriately applied, is indeed a "silver bullet" for estimating causal models in many theoretical models and empirical data situations.
Purpose: This paper discusses partial least squares path modeling (PLS), a powerful structural equation modeling technique for research on international marketing. While a significant body of research provides guidance for the use of covariance-based structural equation modeling (CBSEM) in international marketing, there are no subject-specific guidelines for the use of PLS so far. / Methodology/approach: A literature review of the use of PLS in international marketing reveals the increasing application of this methodology. / Findings: This paper reveals the strengths and weaknesses of PLS in the context of research on international marketing, and provides guidance for multi-group analysis. / Originality/value of paper: The paper assists researchers in making well-grounded decisions regarding the application of PLS in certain research situations and provides specific implications for an appropriate application of the methodology.
Although a substantial body of research has examined the relationship between motivational systems and mood and anxiety disorders,
there is disagreement among theorists regarding the nature of these relationships. Discrepancies in the literature may be
explained by several factors. Studies of motivational models rarely examine both mood and anxiety disorders simultaneously,
making comparisons among them difficult. Furthermore, dimensions of anxiety often are not distinguished, obscuring potential
relationships. Finally, although research in this area is beginning to conceptualize individual differences in motivational
systems as longstanding temperament phenomena, this notion has not been widely incorporated into motivational models. The
present study examined relationships between temperamental differences in approach and avoidance motivational systems and
dimensions of anxiety and depression. Results revealed distinct relationships between motivational temperaments and each psychopathology
dimension. Present findings implicate individual differences in temperamental motivation as a potential factor in the development
and/or maintenance of mood and anxiety disorders.
KeywordsApproach–Avoidance–Motivation–Anxiety–Depression
Supervisors often exhibit paradoxical leadership behaviors in certain Confucian organizations that may seem contradictory but are interconnected, and employees demonstrate paradoxical innovation behaviors that encompass both proactive and reactive elements. By employing self-determination theory, the present study constructs a comprehensive model to investigate the impact of paradoxical leadership on employee paradoxical innovation behavior from both differentiation and integration perspectives. We conducted a three-wave survey among Chinese employees, collecting 371 valid questionnaires and analyzing the data using multiple regression analysis. The results show that: (i) Paradoxical leadership is positively related to employee proactive innovation behavior and autonomous work motivation plays a mediating role; (ii) Paradoxical leadership is also positively related to employee-reactive innovation behavior, and controlled work motivation plays a mediating role; and (iii) Paradoxical leadership facilitates employees in balancing the relationship between autonomous and controlled motivation, thereby exhibiting paradoxical innovation behaviors that are both proactive and reactive.
Purpose
Irrespective of the importance of collective job crafting for team performance, its antecedents have not been fully comprehended. Drawing upon social cognitive theory, this study proposes that sales managers’ charismatic leadership interacts with collective proactive personality in predicting collective job crafting, which in turn influences sales teams’ customer relationship performance and financial performance.
Design/methodology/approach
Data were collected from 481 sales employees and 64 sales managers from 64 sales departments of tour companies. These multi-source data were analyzed through structural equation modeling.
Findings
The findings revealed that charismatic leadership was positively associated with sales teams’ collective job crafting, which was in turn positively related to sales teams’ customer relationship performance and financial performance. Collective proactive personality negatively moderated the impact of charismatic leadership on collective job crafting.
Originality/value
This study advances the extant knowledge by identifying the role of collective job crafting in translating charismatic leadership into sales teams’ performance.
The demands of the workplace have become such that employees need to continuously change, tweak, and restructure the ways in which they work. To do so, they engage in a process called job crafting. This process is becoming so commonplace that it is crucial to verify whether organizations are able to provide a climate in which employees can feel positive about such changes. In this regard, positive leader-member exchange may create the conditions necessary to motivate employees to engage in job crafting behaviours against the contextual background of perceived organisational support. When employees are ready for change, they feel that they have the support of their organization, and experience high quality leader-member exchange, their engagement in job crafting behaviours will be heightened. Conducted through the lens of social exchange theory, our study represented an attempt to integrate some important predictors of job crafting behaviours—i.e. leader-member exchange, perceived organisational support, and the moderating role played by readiness to change. The study contributes to the literature by defining a model suited to revisit human resource (HR) practices and policies and to add value to the HR perspective to the end of improving organisational effectiveness.
Based on the job demands and resources model, this study assumes that remote work, supervisory behaviours and employee job crafting are leveraged by work engagement to increase individual goal attainment. This mediating relationship was tested using survey data collected from 500 Japanese remote workers during the COVID-19 pandemic. Multivariate hierarchical regression analyses were conducted separately by two groups: workers who started remote work before the pandemic and those who started after. Among the post-COVID-19 remote workers, employees’ goal attainment was improved by discretionary task crafting but was directly decreased by relational crafting. Furthermore, cognitive crafting increased goal attainment partially through the mediation of work engagement. Among the pre-COVID-19 remote workers, it was only frequency of remote work that influenced goal attainment.
Given the pivotal role of individual and collaborative job crafting (JC) in the travel industry, this article explores the associations among perceived organizational support (POS), JC, work engagement (WOE) and job satisfaction (JS). Partial Least Squares Structural Equation Modelling was employed to investigate the hypotheses using 340 employees from a multinational travel corporation in Taiwan. Based on the conservation of resource theory, the results confirm that POS positively impacts employees' individual and collaborative JC, and positively enhances employees’ WOE and JS. Furthermore, the results evidence collaborative JC has a partial mediating impact on POS and JS. The study discusses several implications for the travel industry, particularly in the areas of POS and JC.
Public sector enterprises (PSEs) face market complexities like any other commercial organization. To ensure sustenance of such enterprises, effective management of emerging job demands by their employees is crucial. Acknowledging relevance of this issue, the present study examines the role of employees’ organizational identification, as a job resource, in promotion- and prevention-focused job crafting and its effect on job satisfaction, by applying job demands-resources and regulatory focus theories. Data collected through survey questionnaire from 433 executives of public sector energy companies of India were analyzed to test hypotheses. The study found a positive effect of organizational identification on promotion- and prevention-focused job crafting and job satisfaction. Promotion-focused job crafting partially mediated the relationship of organizational identification and job satisfaction unlike prevention-focused job crafting. These unique findings may be useful from the perspective of effective job demands-resources management in a dynamic and complex operating environment of PSEs. Theoretical contributions and practical implications have been discussed.
Purpose
The purpose of this paper is to examine the effect of work engagement on job crafting and innovativeness in the Indian information technology (IT) industry. The authors also theorized and examined the moderating effect of perceived supervisory support (PSS) and openness-to-experience (OTE) in aforementioned relationships respectively.
Design/methodology/approach
The authors base their arguments on the job-demands and resource (JDR) theoretical model and broaden-and-build theory. Field data from 377 working IT professionals were collected using the survey method. The model was tested using partial least squares (PLS) technique.
Findings
Results support the main effects hypothesis. The authors find a significant and positive relationship between work engagement and job crafting behavior and innovativeness.
Research limitations/implications
The study makes a reasonable contribution to existing knowledge on work engagement and its outcomes. However, the use of cross-sectional data may constrain causal inferences.
Practical implications
Innovativeness and job crafting behaviors are valuable to most organizations, but more critical in IT organizations. As illustrated in this paper, work-engaged employees display higher levels of innovativeness and job-crafting behavior. These results suggest that IT organizations should focus on work-engagement for better productivity and faster growth.
Originality/value
This study is an attempt towards a better understanding of work engagement and its micro level individual outcomes which have not been examined earlier.
The purpose of the current literature review is to (a) provide a comprehensive understanding of the relationship between employee engagement and innovative behavior through the lens of the JD-R model; (b) identify and revisit the guiding theories underpinning employee engagement studies; and (c) construct an integrated conceptual framework based on empirically validated factors and their relationships, along with relevant theories. An integrative literature review of 34 empirical studies indicates that employees perceive a mix of reasonably high demands and high resources to be ideal for their engagement, innovative behavior is a consequence of these delicate interactions, and engaged employees are more likely to behave innovatively by activating coping strategies to deal with challenges. Together, these findings suggest an integrated conceptual framework that refines the original JD-R model and that in doing so, better explicates the dynamics surrounding employee engagement and innovative behavior. Key implications for research and practice are provided.
Purpose – The purpose of this paper is to explore the role of personality and individual differences as an antecedent to work-family enrichment (WFE) and consequently with job satisfaction. This study address gaps in WFE literature by looking at proactivity, work-family self-efficacy (WFSE) and family permeability as antecedent variables that have received scant attention from researchers. By addressing these gaps, the study seeks to advance theory on WFE and its relation to job satisfaction.
Design/methodology/approach – The authors do this through the exploration of pathways through WFE and studying 508 married individuals, with at least one child, working in the IT/ITES sector in India. The authors use structural equation modeling to analyze different pathways from personality based antecedents and WFE as mediator.
Findings – The results demonstrate the mediating role of WFE in the relationship between antecedents (WFSE, family permeability and proactive personality) and job satisfaction.
Research limitations/implications – This study contributes to existing research on WFE and personality by showing that WFE is a significant pathway toward job satisfaction and how personality variables influence satisfaction.
Originality/value – It is also the first study to use proactivity and WFSE as antecedents to test out the influence of WFE on job satisfaction. This is also the first study to look at only married individuals with children in a WFE study forced on the services sector. Consequently, these findings have significant implications in the way organizations deal with work-life situations, especially in the 30+ age bracket in India.
Keywords – Boundary preference, Family permeability, Job satisfaction, Proactive personality, Work family enrichment, Work-family self-efficacy
Several issues relating to goodness of fit in structural equations are examined. The convergence and differentiation criteria, as applied by Bagozzi, are shown not to stand up under mathematical or statistical analysis. The authors argue that the choice of interpretative statistic must be based on the research objective. They demonstrate that when this is done the Fornell-Larcker testing system is internally consistent and that it conforms to the rules of correspondence for relating data to abstract variables.
Purpose
This study aims to investigate the conditions required for encouraging employees to engage in job crafting and examine the consequences of job crafting behavior. Job crafting is employees’ proactive behaviors at work associated with modifying tasks, managing social relations and changing job cognition.
Design/methodology/approach
A paper-and-pencil onsite survey was conducted by targeting frontline employees working in five-star hotels located in Seoul, South Korea. Descriptive statistics, confirmatory factor analysis and structural equation modeling were used.
Findings
Perceived organizational support triggers employees’ job crafting. Task crafting leads to relational and cognitive crafting. Relational and cognitive crafting increases employees’ fit with the organization, whereas task crafting does not. Employees’ fit with the organization is positively associated with job satisfaction.
Research limitations/implications
Employees’ job crafting has positive consequences for a company by enhancing employees’ fit with the organization, resulting in increased job satisfaction. Thus, organizations need to show how much the organization cares about employees’ values, so that employees can initiate job crafting by utilizing organizational support. However, generalizing the results should be done cautiously.
Originality/value
This study focuses on the effect of an organizational-level predictor, whereas previous job crafting literature has focused mainly on an individual level or on task-related factors. It also empirically tests the causal relationships among the three facets of job crafting and provides their distinctive influences on person-organization fit that ultimately leads to job satisfaction.
Job crafting refers to changes to a job that workers make with the intention of improving the job for themselves, and it may include structural (i.e. physical and procedural), social, and cognitive forms. We draw on two studies to develop a role-resource approach-avoidance taxonomy that integrates and extends the dominant role- and resource-based perspectives of job crafting according to characteristics of approach and avoidance. Study 1 used both qualitative and quantitative methods to analyze job crafting activities described during employee interviews to understand the nature and outcomes of specific job crafting activities. Study 2 provides quantitative support for the specific job crafting types emerging from Study 1 and further explores job crafting outcomes. Approach role crafting includes role expansion and social expansion, while avoidance role crafting includes work-role reduction. Role crafting outcomes include: increased enrichment, increased engagement, and decreased strain through changes in work role boundaries. Approach resource crafting includes work organization, adoption, and metacognition, while avoidance resource crafting includes withdrawal crafting. Resource crafting outcomes include: increased performance, increased engagement, and reduced strain through the development, acquisition, and conservation of resources. Avoidance crafting positively relates to work withdrawal and tended to have fewer relationships with positive outcomes than approach crafting.
This study examined the impact of an intervention based on Job Demands-Resources (JD-R) theory. We hypothesized that the intervention would influence participants' job crafting behaviors, as well as their basic need satisfaction. Further, we hypothesized a positive impact on participants work engagement. In addition to the proposed intervention effects, we expected that job crafting would have a positive relationship with work engagement, through basic need satisfaction. The study used a quasi-experimental design with an experimental group and a control group. Teachers completed measures pre- and post-intervention. Results of analyses of variance were largely in line with our predictions. In the intervention group, job crafting, basic need satisfaction, and work engagement increased over time. In the control group, no significant changes were found on all variables. In addition, the results of the analysis confirmed the hypothesized mediation. We discuss the implications of these findings for both JD-R theory and practice.
Based on social exchange theory, I propose the mediating effects of job crafting and thriving in the relationship between leader-member exchange (LMX) and employee outcomes (i.e., affective commitment and job performance). To examine the proposed model, I conducted a survey of 277 subordinate-supervisor dyads in China. In support of the hypotheses, the results show that employees with a high quality of LMX are more likely to craft their jobs and thrive at work. It is also found that job crafting mediates the effect of LMX on affective commitment and that thriving mediates the effect of LMX on affective commitment and job performance. Implications and directions for future research are discussed.
Organizations today have to change constantly. Although both practitioners and scientists agree in that organizational change communication is the most effective strategy to improve employee adjustment to change, little is known about how change communication enhances more proactive employee reactions to change. The present study addresses employee job crafting behaviors (i.e., seeking job resources, seeking job challenges and reducing job demands) as a tool used by employees in order to respond to and cope with implemented organizational change. Using regulatory focus theory, we propose that based on their promotion or prevention regulatory focus, employees respond to organizational change communication via job crafting behaviors that further enhance or hinder their adjustment to change (i.e., work engagement and adaptivity). Hypotheses are tested with a latent change score analytical approach via a 3-wave longitudinal design among 368 police officers. Findings reveal that while adequate change communication is linked to increased job crafting behaviors for promotion focused employees, inadequate change communication is linked to increased job crafting behaviors for prevention focused employees. Furthermore, seeking resources is positively associated with employee work engagement, seeking challenges is positively associated with
adaptivity and reducing demands is negatively associated with work engagement. These findings bring together three different streams of literature (i.e., organizational change, regulatory focus and job crafting).
Implications for management are outlined and they are, thereafter, translated to a specific workplace intervention which is proposed to organizations and managers.
Although scholars imply that job crafting contributes to person-job fit and meaningful work, to date, no study examined the relationships between these variables. The present three-wave weekbook study was designed to gain more knowledge about the influence of job crafting on person-job fit and meaningfulness. We collected data among a heterogeneous group of employees (N = 114) during three consecutive weeks (N = 430 occasions). At the end of their working week, employees reported their job crafting behaviors, their person-job fit (demands-abilities fit and needs-supplies fit), and the meaningfulness of their work that week. Results indicated that individuals who crafted their job by increasing their job resources (e.g., support, autonomy) and challenging job demands (e.g., participate in new projects), and by decreasing their hindering job demands (e.g., less emotional job demands) reported higher levels of person-job fit the next week. In turn, demands-abilities fit related to more meaningfulness in the final week. No support was found for alternative causal models. These findings suggest that by crafting their job demands and job resources, individuals can proactively optimize their person-job fit and as a consequence experience their work as meaningful.
Employability is believed to be a crucial concept concerning employees’ job security. This study investigates whether factors associated with human capital and the dual labour market predict perceived employability. Two national representative Swedish samples are used, representing economic recession (1993, N ¼ 4952) and prosperity (1999, N ¼ 6696). Employability was perceived as higher during prosperity, but human capital factors as well as dual labour market factors predicted perceived employability, irrespective of the time period. These findings indicate that the understanding of employability is enhanced by considering both structural and individual dimensions.
A review of 31 methodologically rigorous case studies and experiments in job re-design showed only limited support lor the Job Characteristics Model. Where job re-design led to employee perceptions of improved job content then employees were also likely to experience higher job satisfaction. Job performance improvements however were not significantly associated with job perceptions, intrinsic work motivation, or job satisfaction, although they were associated with pay rises and job losses among employees. These findings are accounted for by a twin-track model which suggests that the determinants of performance are different from the determinants of satisfaction. While job re-design appears to give employees higher job satisfaction, there is no strong evidence that in and of itself it motivates them to higher performance.
Purpose
– The purpose of this paper is to give a state‐of‐the art overview of the Job Demands‐Resources (JD‐R) model
Design/methodology/approach
– The strengths and weaknesses of the demand‐control model and the effort‐reward imbalance model regarding their predictive value for employee well being are discussed. The paper then introduces the more flexible JD‐R model and discusses its basic premises.
Findings
– The paper provides an overview of the studies that have been conducted with the JD‐R model. It discusses evidence for each of the model's main propositions. The JD‐R model can be used as a tool for human resource management. A two‐stage approach can highlight the strengths and weaknesses of individuals, work groups, departments, and organizations at large.
Originality/value
– This paper challenges existing stress models, and focuses on both negative and positive indicators of employee well being. In addition, it outlines how the JD‐R model can be applied to a wide range of occupations, and be used to improve employee well being and performance.
The statistical tests used in the analysis of structural equation models with unobservable variables and measurement error are examined. A drawback of the commonly applied chi square test, in addition to the known problems related to sample size and power, is that it may indicate an increasing correspondence between the hypothesized model and the observed data as both the measurement properties and the relationship between constructs decline. Further, and contrary to common assertion, the risk of making a Type II error can be substantial even when the sample size is large. Moreover, the present testing methods are unable to assess a model's explanatory power. To overcome these problems, the authors develop and apply a testing system based on measures of shared variance within the structural model, measurement model, and overall model.
Core self-evaluations (CSE) represent a new personality construct that, despite an accumulation of evidence regarding its predictive validity, provokes debate regarding the fundamental approach or avoidance nature of the construct. This set of studies sought to clarify the approach/avoidance nature of CSE by examining its relation with approach/avoidance personality traits and motivation constructs (Study 1); we subsequently examined approach/avoidance motivational mechanisms as mediators of the relation between CSE and job performance (Study 2). Overall, the studies demonstrate that CSE is best conceptualized as representing both (high) approach tendencies and (low) avoidance tendencies; implications of these findings for CSE theory are discussed.
This meta-analysis investigated the relationships between person–job (PJ), person–organization (PO), person–group, and person–supervisor fit with preentry (applicant attraction, job acceptance, intent to hire, job offer) and postentry individual-level criteria (attitudes, performance, withdrawal behaviors, strain, tenure). A search of published articles, conference presentations, dissertations, and working papers yielded 172 usable studies with 836 effect sizes. Nearly all of the credibility intervals did not include 0, indicating the broad generalizability of the relationships across situations. Various ways in which fit was conceptualized and measured, as well as issues of study design, were examined as moderators to these relationships in studies of PJ and PO fit. Interrelationships between the various types of fit are also meta-analyzed. 25 studies using polynomial regression as an analytic technique are reviewed separately, because of their unique approach to assessing fit. Broad themes emerging from the results are discussed to generate the implications for future research on fit.