Employee Job Crafting Research Articles

Psychological Capital and Innovative Work Behavior with Engagement and Job Crafting

General background: Innovation is crucial for civil servants (ASN) to adapt and enhance organizational productivity. Specific background: Innovative work behavior (IWB) is essential for optimal performance, yet research often overlooks internal factors like psychological capital (PsyCap). Knowledge gap: The detailed role of PsyCap in influencing IWB, with mediators such as Employee Engagement (EE) and Job Crafting (JC), is underexplored. Aims: This study investigates the impact of PsyCap on IWB, with EE and JC as mediators, using SEM-PLS. Results: Data from 152 millennial ASNs in North Maluku show that 1) PsyCap significantly affects IWB, 2) PsyCap positively influences EE and JC, 3) EE significantly impacts IWB, while JC does not, and 4) EE partially mediates PsyCap and IWB. Novelty: Highlights the key role of EE in promoting IWB. Implications: Recommends enhancing PsyCap and EE through training and a positive organizational culture. Highlights: PsyCap significantly influences innovative work behavior among ASNs. Employee engagement acts as a partial mediator between PsyCap and IWB. Job crafting does not directly impact IWB in this study's context. Keywords: Employee Engagement, Job Crafting, Innovative Work Behavior, Millennial Staff, Psychological Capital

Exploring the Links Between Employee Resilience and Career Satisfaction: The Roles of Job Crafting and STARA Awareness

Abstract In a dynamic business environment where challenges are inevitable, the success of an organization depends on the resilience demonstrated by its employees. Prior studies provide valuable information on employee resilience and its outcomes; however, there is limited knowledge of how employee resilience influences career outcomes. Drawing on Job Demands-Resources Theory, this study explores the mediating effect of job crafting on the relationship between employee resilience and career satisfaction. Also, this study examines whether smart technology, artificial intelligence, robotics, and algorithms (STARA) awareness moderates the relationship between those variables. The study sample consists of 321 individuals employed in white-collar positions within various enterprises in Turkey. Structural equation modeling was used to test the research hypotheses. The findings indicate that job crafting significantly mediates the relationship between employee resilience and career satisfaction. Additionally, STARA awareness moderates the relationship between employee resilience and job crafting, whereas there is no conditional indirect effect between employee resilience and career satisfaction. This study presents practical implications for white-collar workers' career attitudes in business environments characterized by increased digitalization.

The impact of leader humor on employee job crafting: a self-determination perspective

PurposeThe purpose of the research is to examine the impact of leader humor on employee job crafting. Using the insights from self-determination theory (SDT), we investigate the underlying mechanism of employees’ flow at work and the moderating role of employees’ playfulness trait.Design/methodology/approachWe adopted a three-wave field survey of 306 employees recruited from various industries. The moderated mediation model was examined using latent structural equation model analysis.FindingsResults revealed that leader humor positively affected employees’ flow at work and subsequent job crafting. Moreover, both the direct effect of leader humor on employees’ flow at work and the indirect effect of leader humor on employees’ job crafting via flow at work were amplified by employees’ playfulness trait.Practical implicationsLeaders are encouraged to use jokes and humorous language to facilitate job crafting among playful subordinates. Organizations can create a work environment conducive to flow at work through job redesign, regardless of employees’ levels of playfulness trait.Originality/valueThe paper uncovers the critical role of flow in the relationship between leader humor and employee job crafting and identifies employees’ playfulness trait as a boundary condition in which leader humor works.

Breaking The Negative Spiral: A Diary Study of Employee Mindfulness and Job Crafting

Breaking The Negative Spiral: A Diary Study of Employee Mindfulness and Job Crafting

Time for Actions: How Artificial Intelligence in the Workplace Facilitates Employee Job Crafting

Time for Actions: How Artificial Intelligence in the Workplace Facilitates Employee Job Crafting

When Humble Leaders Enhance Employee Job Crafting: The Role of Gender and Trust in Leaders

The study aimed to investigate the main effect of leader humility on job crafting and the potential three-way interaction effect between leader humility, trust in leaders, and gender on job crafting. Data were collected from 158 employees in two organizations in South Korea. In order to analyze the proposed hypotheses, we used hierarchical regression analysis and PROCESS macro (Model 3) in SPSS with 5,000 bootstrap samples. The results revealed that leader humility influences job crafting, and the impact of leader humility on task crafting depends on the level of trust. In particular, higher trust between a leader and employee indicates a more positive relationship between leader humility and the employee’s task crafting behaviors. Furthermore, a moderated moderation effect was discovered of gender on the two-way interaction effect. The results of this study highlight that leader humility plays an important role for employees’ job crafting behavior particularly when they have highly trusting relationships with their leaders. In addition, this study provides a comprehensive understanding of leader humility’s effect on job crafting by investigating the role of gender.

The Impact of Transformational Leadership and Transactional Leadership on Voice Behavior and Creative Behavior through Job Crafting

Purpose - In the face of an increasingly competitive business environment and the growing complexity and dynamism of work activities, employee voice and creative behaviors are essential to organizational growth and survival. Consequently, this study examines how to increase voice and creative behaviors in organizational life using transformational leadership and transactional leadership as the entry points, and selecting job crafting as the mediating variable.
 Design/Methodology/Approach - A hypothesized model was developed to examine the relationship between the constructs. The sample for the study comprised 364 Chinese employees. Data were analyzed using SPSS and structural equation modelling in AMOS.
 Findings - Transformational leadership and transactional leadership positively impact job crafting, voice behavior, and creative behavior, complementing the existing theory. Furthermore, this study finds that through job crafting, transformational leadership has an enhanced impact on voice and creative behaviors.
 Research Implications - Transformational leadership and transactional leadership are two separate and complementary types of leadership. Therefore, organizations should develop leaders that can flexibly use both styles to improve leadership effectiveness. Furthermore, the organization should pay more attention to employee job crafting, voice behavior, and creative behavior. Organizations or supervisors should appropriately grant employees work autonomy to respond to the rapidly changing external environment.

The Mediating Role of Job Crafting in The Effect of Self-Leadership on Employee Performance: The Case of Azerbaijan Banking Sector

The aim of this study is to focus on the effect of self-leadership behaviors on the employee performance of and the mediating role of job crafting in this effect. The scope of the research consists of 298 randomly selected employees working in banks operating in Azerbaijan. In the study, the 'Self-Leadership Scale', 'Employee Performance Scale' and 'Job Crafting Scale' developed by different researchers were used after obtaining certain permissions and re-validation and reliability analyzes were made. The research method was determined as qualitative and scanning design. Questionnaire method was used as data collection tool in the study. The data obtained were evaluated by making certain analyzes through the SPSS V28. As a result of the validity and reliability analysis of the scales used for self-leadership, employee performance and job crafting variables, it was calculated that the Cronbach Alpha coefficient of self-leadership was 0.787, the Cronbach Alpha coefficient of employee performance was 0.762, and job crafting was 0.704. According to the results obtained from the regression analysis, self-leadership has a positive and significant effect on employee performance and job crafting. In addition, it has been determined that job crafting has a positive and significant effect on employee performance. Finally, as a result of the multiple regression analysis, it was concluded that job crafting and its sub-dimension task crafting provided a full mediating, while cognitive and relational dimensions provided partial mediation in the effect of self-leadership on employee performance.

Being proactive in the age of AI: exploring the effectiveness of leaders' AI symbolization in stimulating employee job crafting

PurposeThis study aims to explore whether, how and when leaders' artificial intelligence (AI) symbolization (i.e. the demonstration of leaders' acceptance of and support for AI by engaging in AI-related behaviors and/or displaying objects that reflect their affinity for AI) affects employee job crafting behaviors.Design/methodology/approachThe authors conducted two studies (i.e. an experiment and a multi-wave field survey) with samples from different contexts (i.e. United States and China) to test our theoretical model. The authors used ordinary least squares (OLS) and hierarchical linear modeling (HLM) to test the hypotheses.FindingsLeaders' AI symbolization is positively related to employee change readiness and, in turn, promotes employee job crafting. Moreover, employee-attributed impression management motives moderate the positive indirect effect of leaders' AI symbolization on employee job crafting via change readiness, such that this indirect effect is stronger when employee-attributed impression management motives are low (vs high).Practical implicationsLeaders should engage in AI symbolization to promote employee job crafting and avoid behaviors that may lead employees to attribute their AI symbolization to impression management.Originality/valueBy introducing the concept of leaders' AI symbolization, this study breaks new ground by illustrating how leaders' AI symbolization positively influences employees' change readiness, as well as job crafting in the workplace. Further, integrating AI as a novel and timely context for evaluating job crafting contributes to the literature where empirical research is relatively scant, particularly regarding the factors that prompt employees to engage in job crafting.

Leader secure-base support and organizational learning culture: synergetic effects on employee state promotion focus and approach job crafting

PurposeLeader secure-base support, consisting of leader availability, noninterference and encouragement of growth, has important implications for stimulating employee proactivity. This study is aimed at examining whether, why and when leader secure-base support may motivate employees to engage in approach job crafting behavior. Drawing upon regulatory focus theory, we propose leader secure-base support is positively associated with employee approach job crafting via employee state promotion focus. Based on cue consistency theory, we further examine the moderating role of organizational learning culture in the associations of leader secure-base support with employee state promotion focus and subsequent approach job crafting.Design/methodology/approachTwo-wave data were collected from 281 Chinese workers. Path analyses with Mplus 7 were conducted to test the hypotheses.FindingsAs predicted, we found that leader secure-base support was positively related to employee state promotion focus and, in turn, facilitated employee approach job crafting. Moreover, organizational learning culture accentuated the impact of leader secure-base support on employee job crafting process.Originality/valueThis study is the first to examine the influence of leader secure-base support on employee job crafting. It also identifies a boundary condition for such an influence.

Digital Leadership and Employee Creativity: The Role of Employee Job Crafting and Person-Organization Fit.

Industry 4.0 has changed the paradigm in the business practice and business model, and digital technology has brought radical transformations to enterprises. To support this transformation, digital leaders are required to help enterprises transform and lead them to a more promising future. Based on job demands-resources model and person-organization fit theory, this study examines the relationship between digital leadership and employee creativity. Based on a sample of 357 employees from various Chinese companies, this study used SPSS 22.0 and MPLUS 7.0 to examine the hypotheses. The findings indicate the following (a) digital leadership has a positive effect on employee creativity. (b) employee job crafting mediate the relationship between digital leadership and employee creativity. (c) person-organization fit positively moderates the relationship between digital leadership and employee job crafting. (d) person-organization fit positively moderates the indirect effect of digital leadership on employee creativity via employee job crafting. The findings reveal the effect mechanism of digital leaders on employee creativity and enrich the literature on antecedents of employee creativity. Practical implications and future research are also discussed.

Should we be "challenging" employees? A study of job complexity and job crafting

Given the prevalence of stressful job demands in the hospitality industry, understanding how employees appraise complex jobs in service situations becomes vital to enhance employee job crafting. Drawing upon the challenge-hindrance framework and the transactional theory of stress, we explore how the appraisal process as a health-impairment pathway may govern the relationship between job complexity and job crafting. We propose that energy depletion mediates the relationship between job complexity and job crafting, while psychological empowerment moderates the relationship between job complexity and energy depletion. During a three-wave survey, we collected 396 responses from hotel employees to assess the proposed moderated mediation effects. Results show that the relationship between job complexity and energy depletion is weaker for employees that have higher psychological empowerment than low. Psychological empowerment further mitigates the negative indirect effect of job complexity on job crafting through energy depletion. The indirect effect is weaker when psychological empowerment is higher. These findings have additional theoretical implications for hospitality management and provide suggestions that facilitate job crafting in the hospitality industry.

Stimulating employee job crafting by providing developmental feedback

In recent years, job crafting has been an important topic in human resource management and has become an important issue to address with the rapid development in social economy. We utilised hierarchical linear regression analysis to test the moderating role of openness to experience and conscientiousness on the relationship between supervisor developmental feedback and job crafting. Participants (n = 337) were recruited from a large manufacturing enterprise in Hunan, China. They completed validated measures of supervisor developmental feedback, job crafting, openness to experience, and conscientiousness. Following hierarchical regression analyses, results showed that supervisor developmental feedback enhanced employee job crafting. Openness to experience and conscientiousness moderated this relationship. To increasing employee job crafting, human resource managers should utilise which would benefit organisation productivity.

The Autonomy Tussle: AI Technology and Employee Job Crafting Responses

With the development of artificial intelligence (AI) and its applications, such as learning algorithms, it seems likely that work and organization will be profoundly reshaped. While this subject has been debated in broad terms (Arntz et al., 2016; Brynjolfsson & McAfee, 2014; Faraj et al., 2018), little has been written specifically from the perspective of employees (Phan et al., 2017). Little is known about the impact of AI on their work experiences and how they may respond. In a qualitative study of 27 bank employees, we investigated how learning algorithms shaped working conditions, how they affected autonomy and the meaning of work and how these constructs changed over time. The employees responded to the changes through job crafting behaviours (Wrzesniewski & Dutton, 2001). By considering the effects of the learning algorithms on the employees’ work experiences from their perspective, we offer a novel application of job crafting theory to AI technology. The employees responded to AI by changing task and relationship boundaries, and cognitively reframed their jobs. Their job crafting behaviours can be interpreted broadly as attempts to rebalance their levels of autonomy (which were initially reduced by the introduction of AI), to move toward closer personal relationships with customers and to reposition their meaning of work. In general, employees’ job crafting also had implications for employees’ managers, customers, and their work context in terms of the meaning of the AI tools and how they were used. Employees’ concerted response across the three job crafting dimensions underlines the importance of synergy across job crafting dimensions if they are to be successful in altering employees’ experience of work and enhancing the human value of their services.AbstractIn this qualitative study of 27 bank employees, we investigated how learning algorithms affected their working conditions, their autonomy and the meaning of their work. We show that employees responded to the AI-induced changes through job crafting behaviours (Wrzesniewski & Dutton, 2001). Employees reshaped their task and relationship boundaries, and cognitively reframed their jobs, to maintain their autonomy, their desired social relationships and the meaning of their work. By considering the effects of learning algorithms on the employees’ work experience from their perspective, we provide a novel application of job crafting theory. Employees’ concerted response across the three job crafting dimensions underlines the importance of synergy across job crafting dimensions if they are to be successful in altering employees’ experience of work and enhancing the human value of their services.

The influence of human resource management systems on employee job crafting: An integrated content and process approach

AbstractAlthough job crafting has many beneficial outcomes for organisations, research on the antecedents of this behaviour is lacking. Through a two‐wave study including 87 managers and 342 employees of nine Chinese firms, an integrated content and process model of human resource management (HRM) systems is developed and used to demonstrate that HRM systems have a crucial influence on employee job crafting. The results of multilevel structural equation models reveal that implemented HRM systems can increase employee task and relational crafting through the mediating effect of perceived HRM systems. Furthermore, the HRM system features of distinctiveness, consistency and consensus positively moderate the strength of the relationship between implemented and perceived HRM systems, as well as the indirect effect of implemented HRM systems on employee task and relational crafting.

The Bottom-Up Impact of Proactive Personality on Employee Job Crafting: A Serial Mediation Model

Explanatory mechanisms of the positive impact of proactive personality on relevant individual outcomes have been thoroughly discussed in the literature. That being said, few studies have investigated the supervisor’s leadership style as an explanatory mechanism through which the outcomes of proactive individuals are affected. Drawing insight from Job Demands-Resources (JD-R) theory and followership theory, this paper examines a serial mediation model in which the relationship between proactive personality and two types of job crafting (approach role and resource crafting) is mediated by empowering leadership and work engagement. More specifically, we argue for the capacity of proactive individuals to increase their work engagement by influencing their leaders to embrace an empowering leadership style. Furthermore, empowering leaders are argued to increase employee approach role and resource crafting through increasing employee work engagement. A sample of 298 full-time workers, mainly from Saudi Arabia, participated in the study. The hypotheses were tested using Partial Least Squares Path Modeling (PLS-PM). The findings support the hypothesized relationships. A discussion of the findings, contributions, limitations, and future directions is provided.

Nurturing service-oriented organizational citizenship behavior among tourism employees through leader humility

Though the effectiveness of leader humility has been established, does leader humility activate followers to serve customers in the tourism sector beyond their assigned roles? Our study aims to address this question by drawing upon the conservation of resources theory to propose that leader humility promotes service-oriented organizational citizenship behavior (service-oriented OCB) among tourism employees through the mediating role of their job crafting. Our study further assumes the moderating role of socially responsible human resource practices (SRHR practices) for the relationship between leader humility and employee job crafting. Utilizing a two-wave research design, the study garnered the data from 894 employees and 136 managers working in tour companies based in Vietnam. The analysis of the data via the multilevel structural equation modelling lent credence to the proposed research model. Our study not only advances the leadership humility literature in the tourism discipline but also provides a guideline for practitioners on how to optimally adopt leader humility in promoting service-oriented OCB among tourism employees.

The Impact of Social Factors on Job Crafting: A Meta-Analysis and Review.

Despite the considerable focus on job characteristics and individual differences in job crafting research, the influence of social factors on job crafting has not been well-acknowledged. Based on social interaction and job crafting literature, this meta-analysis estimates the associations between social factors (i.e., organizational insiders and outsiders) and job crafting, and how these social factors contribute to employee outcomes through their job crafting. Based on a sample of 51 empirical studies that included 54 independent samples (N = 17,863), we found that social factors of positive leadership styles (e.g., empowering and transformational) and coworker support were positively related to employee job crafting. Moreover, leadership showed a stronger correlation with employee job crafting than coworker support and Leader-Member-Exchange (LMX). Further, our study showed that employee job crafting positively mediates the relationships between social factors and work outcomes (e.g., job performance and well-being). Our study contributes to job crafting literature by integrating social factors into the job crafting model and demonstrating that the social context of work (in particular organizational insiders) plays a crucial role in shaping employees’ job crafting behavior. We also emphasize the critical role that job crafting plays in transmitting valuable social resources into improved work outcomes. Building on our results, we provide future direction for job crafting research and discuss how our results can imply practice in terms of job crafting training.

Leader Humor and Employee Job Crafting: The Role of Employee-Perceived Organizational Support and Work Engagement.

Research on the outcomes of leader humor has mainly focused on attitudinal or in-role behaviors, while proactive change-oriented behaviors have been neglected. Addressing these issues is important for scholars and practitioners to better understand how leader humor enables subordinates to behave proactively. By integrating the resource accumulation perspective and the motivational process of the Job Demands–Resources (JD-R) model, we frame leader humor as a socioemotional resource that can help employees to create other forms of resources, such as job resources (i.e., perceived organizational support). In turn, these job resources relate to employees’ motivations (i.e., work engagement) and behaviors (i.e., job crafting). We predict that leader humor is positively related to seeking resources and challenges and negatively associated with reducing demands through the serial mediating effects of followers’ perceived organizational support and work engagement. We test these hypotheses using an experimental design with a field sample in Study 1. Furthermore, we strengthen our hypotheses by replicating our results through a multiwave field study in Study 2. We consistently find: (1) a positive association between leader humor and followers’ perceived organizational support, (2) a positive link between followers’ perceived organizational support and work engagement, and (3) serial mediating effects of followers’ perceived organizational support and work engagement on the leader humor–job crafting link. The implications of the findings and future directions for research investigating leader humor and job crafting are discussed.

Stick to Convention or Bring Forth the New? Research on the Relationship Between Employee Conscientiousness and Job Crafting.

Integrating regulatory focus theory and personality literature, we develop and test a moderated mediation model to specify the mediation mechanisms and boundary conditions of the association between employee conscientiousness and job crafting. Two-wave data collected from 389 employees and 95 supervisors showed that: Employee conscientiousness was positively associated with work promotion focus and work prevention focus. Employee conscientiousness was positively related to job crafting via work promotion focus, negatively related to job crafting via work prevention focus. Error management climate positively moderated the relationship between employee conscientiousness and work promotion focus, negatively moderated the relationship between employee conscientiousness and work prevention focus. The indirect relationship between employee conscientiousness and job crafting through work promotion focus was more pronounced under positive error management climate rather than negative, whereas the indirect relationship through work prevention focus was more pronounced under negative error management climate rather than positive.