Abstract
Employees’ change-oriented behavior is known to be critical in promoting organizational changes for a sustainable organization. However, few studies have explored how this behavior can be potentially promoted by job-crafting and work engagement. This study examined the relationship between job-crafting and change-oriented behaviors (adaptive and proactive behaviors), as well as the mediating effect of work engagement. Hypotheses were tested with a structural equation modeling analysis. A total of 459 employees in the Korean automobile manufacturing industry participated in the study. The results show that job-crafting had a positive effect on adaptive behaviors and proactive behaviors. Moreover, seeking job resources and seeking job challenges promoted change-oriented behaviors through work engagement. Based on these results, practical implications are suggested for the development of a sustainable organization.
Highlights
The changing nature of work brought by innovative technologies and continuous organizational restructuring challenges employees to work in a sustainable manner [1,2,3]
Correlations were found between perceived reducing demands and adaptive behavior (r = 0.32, p < 0.01) and between reducing demands and proactive behavior (r = 0.20, p < 0.01)
Results show that job crafting does influence change-oriented behaviors, which is consistent with the results of previous studies showing that job-crafting can increase adaptability and proactivity in confronting change [7,8]
Summary
The changing nature of work brought by innovative technologies and continuous organizational restructuring challenges employees to work in a sustainable manner [1,2,3]. Creating working conditions for employees to both adapt to environmental challenges and to take proactive actions is critical. One such condition is created in job-crafting, which enables employees to adapt to challenges and design their jobs according to their own desires, abilities, and preferences [7,8]. Job-crafting is important for achieving employees’ sustainable change-oriented behavior and organizational development. Whereas a top-down process can only adapt to the environmental demands at hand, job-crafting, as a bottom-up process of job design, may develop in advance sustainable change-oriented behaviors that will prepare employees for future challenges. Sustainable change-oriented behavior based on job-crafting can increase employees’ ability to change work situations and to achieve personal development goals
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