Frequent Changes Undermine Employee Adaptivity: The Importance of Job Crafting and Personal Needs

Abstract

Drawing on the transactional theory of stress and self-regulation theory, we propose a conceptual framework examining how change frequency relates to approach or avoidance adaptations. Multiwave, multisource data from 424 subordinate-supervisor dyads indicate that (1) approach and avoidance crafting mediate the negative relationship between change frequency and adaptivity; (2) need for human connection weakens the relationship between change frequency and approach-avoidance crafting; (3) need for control strengthens the relationship between change frequency and approach-avoidance crafting; (4) change frequency has a weakened (strengthened) indirect effect on adaptivity via approach crafting and avoidance crafting when employees have high needs for human connection (for control). The study expands research on job crafting and adaptivity, and provides practical implications for organizations undergoing or soon to undergo changes.