Abstract
Whereas past research on daily job crafting has tended to focus on how job crafting affected employee behaviors, we extend this study by examining the antecedents of job crafting and cross-level moderators such as leader-member exchange (LMX) and resilience. Using experience-sampling methodology, we examined the within-person level relationship between positive affect and job crafting as well as the moderating role of individuals’ LMX and resilience on this relationship. Finally, 105 employees completed surveys over 10 days. Results of hierarchical linear models revealed that daily positive affect was positively associated with job crafting. Also, results revealed moderating effects of LMX: the relation between positive affect and job crafting strengthened when employees had low-quality LMX relationship.
Highlights
Nowadays, the considerably complex and uncertain environments surrounding modern organizations require employees to perform their tasks autonomously, actively making their own choices
Hypothesis 1 looked at the effect of positive affect on job crafting
Hypothesis 2 predicts that leader-member exchange (LMX) moderates the relation between daily positive affect and job crafting
Summary
The considerably complex and uncertain environments surrounding modern organizations require employees to perform their tasks autonomously, actively making their own choices. Consistent with these trends, researchers are becoming gradually more interested in job crafting for employees in an organization [1]. Job crafting refers to how employees use new resources and relationships to find meaning in the work they perform. Recent researchers have searched for the antecedents of job crafting, and, as a result, have verified the significant effects of various working conditions, individuals, and organizational characteristics [3,4]. We conceptualized job crafting as a day-level phenomenon
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