Towards High Performance Organization: The Impacts of Job Characteristics and Job Crafting

Abstract

The present study validated the study results regarding the relationship between job characteristics and job crafting with respect to a sales organization and demonstrates differences in organizational performance resulting from the effects of job characteristics and job crafting. As a theoretical model of the present study, five elements – skill variety, task identity, task significance, autonomy, and feedback – were set as premises that limit job crafting. In addition, we attempted to explain how performing job crafting consisting of task crafting, relational crafting and cognitive crafting affected organizational performance such as financial performance, job satisfaction, and organizational commitment. To achieve this objective, eight propositions regarding the effect of job characteristics and job crafting on organizational performance were identified and 406 sales consultants from insurance firms were surveyed to test the hypothesis of the study. The results of the studies were as follows. First, job characteristics partially influenced job crafting as per sub-factors. Skill variety and feedback did not influence job crafting significantly whereas task identity, task significance, and autonomy influenced job crafting significantly. Second, job crafting had a positive effect on the financial performance of organizations. Third, job crafting had a positive effect on the job satisfaction of organization members. Fourth, job crafting had a positive effect on the organizational commitment of organization members.