I believe I can craft! introducing Job Crafting Self-Efficacy Scale (JCSES).

Marta Roczniewska,Roman Cieślak,Sylwiusz Retowski,Malwina Puchalska-Kaminska,Anna Rogala,Guido Alessandri

doi:10.1371/journal.pone.0237250

Abstract

Job crafting is beneficial for employees and organizations. To better predict these behaviors, we introduce the concept of job crafting self-efficacy (JCSE) and define it as an individual’s beliefs about their capability to modify the demands and resources of their job to better fit their needs. This article describes the development and validation of a scale to measure JCSE. We conducted a qualitative study to design and four quantitative studies to test the psychometric properties of this scale among Polish and American employees in both paper-and-pencil and online versions. Three independent (N1 = 364; N2 = 432; N3 = 403) confirmatory factor analyses demonstrated a good fit to a 3-factor solution comprising JCSE beliefs about increasing (a) structural job resources, (b) social job resources, and (c) challenging job demands. The 9-item JCSE Scale had good internal consistency, high time stability, and good validity. It correlated positively with general self-efficacy. JCSE explained unique variance in job crafting behaviors over and above general self-efficacy, and was more important in predicting job crafting than contextual factors. We demonstrate the role of social cognitions in shaping job redesign behaviors and provide a useful tool to evaluate the effectiveness of interventions dedicated to empowering JCSE.

Highlights

Job design and redesign are usually seen as top-down processes in which people who manage an organization create jobs and decide to introduce changes to them [1]
To verify the factorial structure of Job Crafting Self-Efficacy Scale (JCSES) we performed a series of confirmatory factor analyses (CFA) using Mplus 7.0 [47]
The results suggest that perceived opportunities to craft (POC) has a lower predictive power than job crafting self-efficacy (JCSE) for job crafting behaviors

Summary

Introduction

Job design and redesign are usually seen as top-down processes in which people who manage an organization create jobs and decide to introduce changes to them [1]. A new perspective on this phenomenon has been suggested wherein job redesign is understood as a process depending on an individual’s initiative. Unbeknownst to their supervisors, employees may transform the characteristics of their jobs to match them to their needs and preferences. These proactive, bottom-up, and self-initiated actions have been labeled as job crafting [1,2]. The current COVID-19 pandemic crisis highlighted the importance of flexibility in how jobs are performed. Employee job crafting may form an especially important organizational asset.

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