Abstract
ABSTRACTJob crafting presents a set of proactive behaviours in which employees may engage to alter the job content or their relations with others at work. In recent years, several measures have been developed to capture job crafting. In the present study, we test the validity and reliability of an existing Job Crafting Questionnaire (the JCRQ) in four studies: first, we test the scale validity of the JCRQ in a Spanish diary study (Spain, N = 164, diary occasions 820). Second, we test the scale validity across two Western (Spain, N = 164 and UK, N = 109) and two Eastern cultures (China, N = 170 and Taiwan, N = 165). Third, we test the test–retest reliability in a Spanish three-wave longitudinal sample (N = 191). Finally, we test the criterion validity using data from the four countries. Results confirm the presence of five independent job crafting dimensions: increasing challenging demands, decreasing social job demands, increasing social job resources, increasing quantitative demands and decreasing hindrance job demands. The JCRQ shows acceptable test–retest reliability, scale and criterion validity across the four studies.
Highlights
Organisations increasingly expect employees to act on information and react to unusual circumstances, demonstrating proactive behaviours (Erdogan & Bauer, 2005)
Prior to conducting the multilevel confirmatory factor analysis (CFA) (MCFA), we examined the intraclass correlations (ICCs) to determine whether the use of multilevel analysis was justified
The ICC ranges in value from 0 to 1, with higher values indicating greater proportions of between-level variance, which means a higher bias probability if the multilevel nature of the data is not taken into account (Dyer, Hanges, & Hall, 2005)
Summary
Organisations increasingly expect employees to act on information and react to unusual circumstances, demonstrating proactive behaviours (Erdogan & Bauer, 2005). Proactive employees construe their roles more broadly, and they redefine their jobs to include new tasks and goals (Belschak & Den Hartog, 2010; Berg, Wrzesniewski, & Dutton, 2010). Job crafting is one such proactive behaviour where employees mobilise resources to fulfil their needs and thrive at work (Bakker & Demerouti, 2007). Job crafting has been defined as “the physical and cognitive changes individuals make in the task or relational boundaries of their work” We validate an existing questionnaire on job crafting
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