Abstract
This study aims to provide an integrated perspective on job crafting and its antecedents through the exploration of the joint effects of individual-level and team-level job crafting on employee work engagement. Drawing on conservation of resources (COR) theory, we propose that engaging in job crafting behaviors is promoted by the presence of job-related resources. In turn, job crafting is expected to result in higher levels of work engagement. We expect this reasoning to hold for the individual as well as the team/collective levels. The hypotheses were tested using data from 287 medical professionals from 21 hospital units of a Chinese public hospital. Findings from two-level Bayesian structural equation modeling supported the idea that at the individual level, individual job crafting behaviors partially mediated the relationship from individual resources to individual work engagement. Further, collective crafting mediated the relationship from team resources to individual work engagement. In addition, a positive cross-level relation between collective crafting and individual crafting was found. We conclude that stimulated by resources, both job crafting processes at the individual-level and team-level can promote individual work engagement in Chinese employees.
Highlights
Job crafting is a means by which employees can cultivate positive meaning in their job (Wrzesniewski et al, 2013)
Bivariate within-individual variables correlations showed that individual crafting was positively related to the indicators of individual resources (r ≥ 0.33, p < 0.01) and the three indicators of work engagement (r ≥ 0.54, p < 0.01)
Bivariate between-team variables correlations showed that collective crafting was positively related to the indicators of team resources within-individual estimates (r ≥ 0.80, p < 0.01)
Summary
Job crafting is a means by which employees can cultivate positive meaning in their job (Wrzesniewski et al, 2013). The antecedents of job crafting have largely been discussed by scholars in terms of individual level factors such as perceived job-related characteristics, such as job resources, as well as individual workers’ needs, goals, and behaviors (Bakker et al, 2012b; Tims et al, 2012; Van den Heuvel et al, 2015) These antecedents usually occur in an organizational context, suggesting that social and team-level factors may be relevant in shaping the degree to which individuals engage in job crafting behaviors and the outcomes thereof (e.g., Leana et al, 2009; Hu et al, 2016). People are not always motivated by personal concerns; instead, individual motivation is reflected in, informed by, and adapted to the needs, goals, or expectations of other team members (Ellemers et al, 2004; Bizzi, 2016).
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