Abstract
Not all members are engaged in job crafting behavior in the same context, yet little research has addressed boundary conditions of daily job crafting. This study addresses these important issues and how the effects of daily job crafting vary depending on the work situation. We consider job autonomy and leader support as between-person level moderators and reveal how it affects the impact of daily job crafting on daily job satisfaction. Through the experience of the sampling method, we collected 946 days of data from 108 members (61.9% were male and 38.1% were female) for hypothesis testing. The analysis of results showed that the main effect of daily job crafting and the cross-level moderating effect of leader support were significant, and the moderating effect of job autonomy was not significant. In particular, the positive effect of daily job crafting on daily job satisfaction was strengthened for members with low leader support. These findings highlight that leader support is an important social context in job crafting, and provides insights when members can get more advantages from their daily job crafting.
Highlights
As the business environment has changed rapidly, job crafting has received attention from many researchers in the organizational behavior field in a way that increases the member’s meaning of the work [1]
Root mean square error of approximation (RMSEA), comparative fit index (CFI), and Turker-Lewis index (TLI) were used as indices to indicate the validity of the model
Based on this cutoff criterion, our proposed four-factor model (χ2 (161) = 1052.03, RMSEA = 0.07, CFI = 0.93, TLI = 0.91) has been found to be suitable for our data and relatively presented a better fit than other alternative models: model 2 (combined daily job crafting with daily job satisfaction as one factor; χ2 (164) = 1650.74, RMSEA = 0.09, CFI = 0.88, TLI = 0.85); model 3 ( combined job autonomy with leader support as one factor; χ2 (166) = 2654.62, RMSEA = 0.11, CFI = 0.80, TLI = 0.75); and model 4 (combined all variables as one factor; χ2 (167) = 4907.71, RMSEA = 0.15, CFI = 0.63, TLI = 0.53)
Summary
As the business environment has changed rapidly, job crafting has received attention from many researchers in the organizational behavior field in a way that increases the member’s meaning of the work [1]. Given that job crafting can serve as a strategy for these contexts, research to identify which members are more effectively affected by the influence of daily job crafting on daily job satisfaction will be worthwhile. In this regard, we investigate the moderating effect of job autonomy and leader support as the two aspects of work context, which are job context and relational context respectively [11]. Since job crafting is a self-regulating behavior of finding the meaning of work intuitively, the effects of job crafting will depend on the context [12,13]
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