Tour leaders’ job crafting and job outcomes: The moderating role of perceived organizational support

Abstract

Job design is a critical issue in human resource management. Although policy on job crafting in the workplace has been studied, little research has investigated the connection between job crafting and the impact it has on the travel industry. This study fills this gap by examining the links between job crafting and job outcomes in relation to the travel industry. Data from 355 tour leaders from 32 consolidated travel agencies show that both individual and collaborative crafting have a positive effect on employees’ satisfaction with their jobs, commitment to the organization, and job performance. Perceived organizational support moderates the relationship between job crafting and job outcomes. Theoretical and managerial implications and directions of future research are addressed in this study.