The Influence Mechanism of Strengths-based Psychological Climate on Taking Charge Behavior —Empirical Study on Employees in Oil Enterprises

In today’s business world, the environment is changing rapidly. Employers need to rely upon their employees in order to produce long-term competitive advantage and sustainable performance. However, little research has investigated whether sustainable human resource management could prompt change-oriented behaviors in employees. By integrating the job demands–resources (JD-R) model and the proactive motivation model with the existing literature on sustainable human resource management, we explored the relationship between high-commitment work systems (HCWS) and the employees’ taking charge behaviors. Data from 352 employees of 96 organizations provided support for the positive effect of HCWS on the employees’ taking charge behaviors. The results of this study showed that HCWS affect the employees’ taking charge behaviors through their work engagement only when they felt a high level of impact. Based on these results, we not only provide several theoretical contributions to the literature on HCWS and taking charge, but also provide some practical suggestions for how to nurture change-oriented employees using sustainable human resource management within the organizations.

With the development of the digital economy and digital technology, innovation-driven growth has become the key to the digital transformation of various organizations. Employee behavior and digital leadership affect the innovative performance of a company significantly. Using the proactive motivation model, this study constructed a moderated mediation model with job crafting as the mediating variable and person-job fit as the moderating variable. Through statistical analysis of 306 valid questionnaires answered by employees in manufacturing firms, this study determined how digital leadership affects innovative performance by promoting employees to carry out job crafting. The study conducted structure equation modeling to examine the hypotheses. The findings indicate the following: (1) Digital leadership has a positive effect on employee innovative performance. (2) Two of the three job crafting strategies (task crafting and cognitive crafting) mediate the relationship between digital leadership and employee innovation performance. (3) Person-job fit positively moderates the relationship between cognitive crafting and employee innovation performance. (4) Person-job fit positively moderates the indirect effect of digital leadership on employee innovation performance through cognitive crafting.

Job crafting has become an essential strategy for kindergarten teachers to cope with increasing job demands and sustain professional engagement. Drawing on the proactive motivation model, this study examines whether and how principals' servant leadership exerts cross-level effects on teachers' approach and avoidance job crafting. Data were collected from 1724 teachers nested within 150 kindergartens, and hypotheses were tested using multilevel modeling. The results indicated that principals' servant leadership had significant cross-level effects on teachers' approach and avoidance job crafting, positively predicting approach job crafting and negatively predicting avoidance job crafting. In addition, organizational identification functioned as a cross-level mediator in this relationship, through which servant leadership further enhanced approach job crafting and reduced avoidance job crafting. These findings extend the literature by revealing the motivational pathway linking servant leadership to distinct forms of job crafting and highlight the importance of cultivating a servant leadership climate to foster proactive behaviors among kindergarten teachers.

Job autonomy focuses on the job performance and tasks of health providers with a national licence in South Korea, which affects job crafting, to develop job competency. This study was conducted to identify the influence of job autonomy on job crafting of dental hygienists. This cross-sectional study included 411 dental hygienists extracted through convenience sampling from a pool of 35,000 clinical dental hygienists in South Korea. Measuring tool are Korean version of the Job Crafting Questionnaire (JCQ-K) and job autonomy questionnaire (JAQ). To investigate the level of job autonomy and crafting of dental hygienists based on their general characteristics, t-tests and one-way ANOVAs were performed. Pearson correlation was performed to determine the linear correlation between autonomy and crafting. To determine whether job autonomy affects job crafting, an adjusted regression analysis was conducted using general characteristics as control variables. High job autonomy and job crafting were associated with increases in participant age with job experience as a senior staff, education level, and work environment, such as dental office or hospital. A significant positive correlation was observed (r=0.64) between job autonomy and job crafting. Job autonomy (β=0.58) and dental/medical hospital in university (β=0.13) had a significant relationship with dental hygienists' job crafting. Job autonomy could positively influence the job crafting of dental hygienists in South Korea. Our findings suggest that job latitude should be redesigned to promote task competency and social responsibility with a health outcome perspective for the population as well as the dental hygiene profession.

Hotels expect front-line staff to demonstrate greater flexibility and proactively take on more responsibility beyond their job duties, which helps to provide better customer service in an environment of uncertainty and change. Accordingly, employees’ taking charge behaviors have received widespread attention in academia and practice. Through a three-wave online survey of 352 front-line employees and their supervisors from 13 high-star hotels in the Greater Bay Area of China, this study examined the influence mechanisms of role clarity and job competence on the employees’ taking charge behavior and the moderating effect of supervisor developmental feedback. The findings indicate that frontline employees’ role clarity and job competence can enhance taking charge behavior by increasing their organization-based self-esteem. It empirically validates Proactive Motivation Theory and clarifies that employees’ proactive engagement in extra-role responsibilities depends not only on their willingness but also on sufficient competence and a clear understanding of their job roles. Supervisor developmental feedback is more acceptable to employees as a form of informational support and can enhance the impact of role clarity and job competence on frontline employees’ taking charge behaviors.

It is difficult and sometimes impossible for organizations to design jobs that fit all employees due to increased complexity and uncertainty in the workplace. Scholars have proposed that employees can make changes to their jobs themselves by engaging in job crafting. Job crafting is defined as self-initiated change that employees make in their work to better fit their abilities, needs, and preferences. Employees can craft their jobs individually and collaboratively, as a team. Two main theoretical perspectives have been proposed, which are distinct in how they define job crafting. The application of these two job crafting perspectives has brought some confusion about the construct of job crafting and how it is measured, and has resulted in some challenges in synthesizing empirical studies. To reduce this confusion, scholars have integrated the two distinct job crafting paper; we begin by introducing the definitions and measurements of individual job crafting and team job crafting. Specifically, theories of job crafting are reviewed from two perspectives using three distinct categorizations, with approach crafting versus avoidance crafting identified as the most important. A great number of empirical studies have been conducted to investigate the consequences of job crafting and factors that affect it. Systematic reviews and meta-analyses have shown positive effects of approach job crafting for employees, such as increased job satisfaction, motivation, work engagement, organizational commitment, and job performance, and decreased strain and turnover intentions. However, avoidance crafting has been associated with burnout and lowered job performance. Organizational factors and individual factors that affect individual job crafting have been identified, including job autonomy, organizational support, leadership, proactive personality, self-efficacy, and regulatory focus. Beyond antecedents and outcomes of job crafting that have been systematically reviewed in the literature, studies on job crafting have also (a) empirically tested the interrelationships of different job crafting constructs, (b) uncovered new forms of job crafting, (c) unraveled the complicated effects of job crafting, (d) unpacked the influences of social context in job crafting process and outcomes, (e) considered job crafting in different populations and contexts, (f) investigated the effect of cultural differences on job crafting, and (g) investigated antecedents and outcomes of team job crafting. Finally, evidence has shown that job crafting behaviors can be trained: intervention studies show the effectiveness of job crafting interventions in stimulating job crafting behaviors and related positive outcomes such as well-being, engagement, and performance.

This dissertation investigates job crafting behavior, which refers to the self-initiated changes employees make to their job to align it with their individual needs and interests. It is assumed that premature conclusions about job crafting as behavior that equally benefits employees and employers in all situations and contexts is too short-sited. In three empirical studies, I aim to uncover in how far differences between job crafting behaviors and the different contexts in which the behaviors are performed need to be considered to gain encompassing knowledge about the role of job crafting in the work design process. The goal was to increase the understanding of job crafting as an organizational behavior and its inconsistent effects on well-being and job performance outcomes. The first study empirically tests theoretical assumptions about the factorial structure of the job crafting construct and its various dimensions. It integrates conceptualizations of the two dominant research perspectives on job crafting to identify differences and overarching higher-order factors. It further contributes to job crafting research by investigating the transferability of this knowledge from the trait to the state level. The second study examines the context-dependence of effects of different job crafting behaviors on in-role performance. The third study examines reciprocal relationships between job crafting and well-being in the daily work process. It sheds light on whether employees use job crafting to increase their daily well-being, whether their daily well-being enables daily job crafting, or if relationships are reciprocal. All three studies assume that active, problem-oriented job crafting is more favorable for well-being and performance than passive avoidance strategies. Overall, this thesis underlines that the relationship between job crafting, well-being, and performance is more complex than initially assumed. It contributes to job crafting research by showing that contextual effects and dimensional differences have to be considered when judging the role of job crafting in the work process. Implications for further research and practice are discussed.

Given the rapid changes in current technologies, business models, and work environments, organizations and managers increasingly rely on their employees’ proactive behaviors, such as taking charge, to gain competitive advantages. Taking charge involves a range of risky and future-oriented behaviors, and it requires employees to work hard to achieve them in the future. For employees with high job-insecurity, their job continuity in the future is threatened. Thus, they may not be willing to take risks to do additional work that is “future-oriented”. To our knowledge, the effect of job insecurity on employees’ taking charge has rarely been studied. As a result, the purpose of our study is to investigate whether, how, and when job insecurity will influence taking charge. Drawing on the conservation of resources theory and proactive motivation model, we develop a theoretical model. Moreover, we employed a multi-wave and multi-source survey to test our predictions. Based on the data from 194 full-time employees paired with their direct supervisors, the results provided consistent support for the proposed hypotheses. Specifically, the results indicate that job insecurity prohibits employees’ taking charge behaviors through deteriorating their work engagement. Furthermore, employees’ perception of interactional justice moderates the negative influence of job insecurity on their work engagement and, consequently, their taking charge behaviors. Theoretical and practical implications are discussed.

In this study, we built and tested a contingency model linking leader daily empowering behaviors with employee daily job crafting. Drawing on the contingency leadership literature and the model of proactive motivation, we theorized employee daily work meaning and vigor as moderators of the above relationships. Daily data were collected from 103 Chinese employees for five consecutive days. Our findings suggest that leader dayT (a certain day) empowering behaviors are more strongly related to employee dayT+1 (next day after the certain day) job crafting when employee dayT work meaning is low and employee dayT+1 vigor is high. Our findings suggest that only under certain conditions can empowering leadership promote employee job crafting on a daily basis.

The aim of this article is to find out whether job crafting occurs among employees of small and medium-sized enterprises (SME) in the Upper Silesian-Zagbie Metropolis (GZM). Design/methodology/approach: The study used the Job Crafting Questionnaire, based on the Job Crafting Scale (JCS), designed to measure the transformation of work conceptualised within the model: job demands-resources. The questionnaire covers three forms of job crafting: crafting tasks, relationships, and cognitions about work. Descriptive statistics (M, Me, SD, S, r), the Mann-Whitney test, and Student's t-test were used in the analysis of the results. A significance level of = 0.05 was adopted in applying the statistical tests. Findings: The results obtained confirm that SME employees in the GZM do craft their jobs, most strongly in the task and cognitive crafting dimensions, and to a lesser extent in the relational dimension. Statistically significant SME differences were found for three statements (two on task crafting, one on cognitive crafting)the average score for medium-sized enterprises was higher compared to small enterprises.

IntroductionAs AI technology continues to rise, numerous studies have explored its impact on employee behavior. However, little is known about employees’ responses to the integration of AI in the digital transformation process. Drawing on Conservation of Resources Theory, this study aims to examine the impact of digital-AI transformation on employees’ job crafting behaviors, focusing on the mediating role of job insecurity and the moderating effect of AI knowledge.MethodsA two-wave survey was conducted among 400 employees actively using AI tools in digitally transforming organizations, resulting in 370 valid responses. Data were analyzed using SPSS 22.0 and the PROCESS macro (version 3.3) to test the proposed hypotheses.ResultsThe results indicate that digital-AI transformation has a significant positive effect on employees’ job crafting (β = 0.512, p < 0.001), with job insecurity serving as a mediator in this relationship (β = 0.228, p < 0.001). Employees’ AI knowledge not only moderates the positive effect of digital-AI transformation on job crafting (β = 0.060, p < 0.05), but also moderates the mediating role of job insecurity in the relationship between digital-AI transformation and job crafting (β = 0.143, p < 0.001).DiscussionThis study extends the application of Conservation of Resources Theory by emphasizing the potentially positive role of job insecurity under specific contextual conditions, while also offering a critical reflection on the ethical implications of using job insecurity as a motivational tool. It is suggested that organizations should leverage employees’ AI knowledge to enhance job crafting, rather than relying on stress as a driver. Future research is encouraged to explore additional antecedents of job crafting.

The present research investigates a multi-level mediating role of job crafting between empowering leadership and employee job satisfaction, performance, and creativity. In this study, we propose empowering leadership as a group-level construct by aggregating the individual-level data to conduct multi-level research. From the perspective of self-determination theory, this research argues the positive relationship between leaders` empowering behaviors and three individual work-related outcomes. Also, it reviews job crafting based on the job demands-resources model and concentrates on the mediating role of job crafting. Moreover, the current research introduces interactive relationships whereby empowering leadership will be differentially effective as a function of task complexity and proactive personality. The authors` hypothesis were tested using survey data from 32 teams, 168 employees and hierarchical linear modeling was adapted. Results found that empowering leadership positively predicts only the job satisfaction and job crafting mediates only the relationship between empowerment and employee satisfaction. These results indicate that, contrary to previous findings, individual performance-related outcomes reap no benefits from neither empowering leadership nor job crafting. Finally, task complexity showed an acceptable level of cross-level interaction effect with empowering leadership.

The aims of this study was to identify what behavior of employees in order to overcome the isolation in the environment in which telecommuting was implemented. Specifically, this study was the networking behavior will appear as a positive coping method for the employees to overcome the isolation, and the mediating process that it will have a positive effect on job crafting through these behaviors is examined. Also want to identify the moderating effect according of affective commitment in this influence series of processes. For this purpose, an online survey was conducted on employees who are currently telecommuting from domestic companies and a total of 313 data were analyzed. The results of this study are as follows. First, professional isolation had a positive related on task networking behavior and social isolation had a positive related on friendship networking behavior. Second, the relationship between networking behavior and job crafting had all positively related. Third, the mediating effect of networking behavior was significant in the relationship between isolation and job crafting. Fourth, the moderating effect of affective commitment was significant only in the relationship between social isolation and friendship networking behavior. Fifth, the moderated mediating effect of affective commitment was significant only in the indirect effect of friendship networking behavior. Based on these findings, we expect to help to understand the emotions and behaviors of employees that may appear at the beginning of introduction of telecommuting in depth.

This cross-sectional quantitative study explores the influence of perceived overqualification (POQ) on work performance (WP) with the mediating effect of job crafting (JC) and the moderating effect of perceived organizational support (POS). Data were collected from a sample of 276 female corporate executives working in different organizations in Bangladesh. SPSS version 25 was used to analyze the demographic information. The relationships among the constructs were determined through regression analysis. Mediating and moderating effects are explained using Hayes’ SPSS Model 4 and Model 1 process macro, respectively. The results show that POQ has a negative influence on the WP of female corporate employees in Bangladesh. Moreover, JC has a mediating effect on the overqualification and WP relationship, whereas POS did not show a substantial moderating effect on the relationship between POQ and JC. We suggest that human resource managers should be cautious before employing overqualified employees and look for avenues to take advantage of the overqualified employees through empowerment, delegation, recognition, flexibility, and family-friendly policies. Given the mixed evidence of the effect of POQ on employee attitudes and behavior, it attempts to verify the POQ–work performance relationship through JC, which is an unexplored avenue of research. Furthermore, exploring the moderating role of POS in the POQ–work performance connection is a novel endeavor.

Due to the impact of COVID-19 over the past three years, most casino companies in Korea have experienced a significant loss in sales, the departure of key personnel, and organizational downsizing. Particularly, the issue of key personnel leaving casino companies, while an inevitable survival strategy during the pandemic, now poses a major challenge for businesses due to the resulting shortage of high-quality labor. To address this issue, company members must find personal meaning in their work and fully engage with their responsibilities, and the relationship between leaders and the members they oversee should be strengthened. Thus, this study aimed to elucidate the effect of leader-member exchange (LMX) on members' job crafting and engagement, and to examine whether members' core self-evaluations moderate the relationship between LMX and job crafting. We employed structural equation modeling to analyze the relationship between the independent variable (leadermember exchange), the mediating variable (job crafting), and the dependent variable (engagement), and used SPSS Process Macro's model 4 and model 7 to analyze the moderating effect of core self-evaluation. The survey participants were employees of domestic casino companies, selected as the study population. Over three weeks, from July 3 to July 23, 2023, we distributed 270 surveys through both online and offline methods, and analyzed the 255 responses collected. The findings are as follows: First, LMX was shown to impact members' job crafting. Second, the job crafting of members was found to influence engagement. Third, LMX was found to affect members' engagement directly. Additionally, the mediating role of job crafting in the relationship between LMX and engagement was confirmed. Lastly, it was determined that members' core self-evaluation moderates the relationship between LMX and job crafting. Therefore, to enhance human resources post-COVID-19, casino companies should implement and manage the concepts of LMX, job crafting, core self-evaluation, and engagement within their management practices.