Job Crafting Behaviors Research Articles

Examining the Impact of Job Satisfaction and Employee Engagement as Mediators between Job Crafting and Turnover Intention in Saudi Companies

This study aims to investigate the impact of Job Satisfaction and Employee Engagement as Mediators between Job Crafting and Turnover Intention. By Examining 190 private sector employees in Saudi Arabia and using linear regressions Analysis and validated questionnaire, the results of the study show that (1) There is a positive relationship between job crafting and job satisfaction, (2) Job crafting is a positively related to employee engagement. Also (3) There is a positive relationship between job satisfaction and employee engagement. Whereas (4) Job satisfaction and turnover intention is negatively related to each other. Finally, it has been found that (5) There is a negative relationship between employee engagement and turnover intention. These findings suggest that the turnover intention of employees could be reduced through empowering employees by generating job-crafting behaviors. Thus, will lead eventually to job satisfaction and employee engagement. Keywords: job satisfaction, employee engagement, job crafting, turnover intention DOI: 10.7176/EJBM/13-7-09 Publication date: April 30 th 2021

How can organizations foster job crafting behaviors and thriving at work?

AbstractThis study investigates whether the perceived opportunity to craft (POC) is related to job crafting (JC) strategies and whether these strategies are related to thriving at work, in terms of both vitality and learning. It aims to verify the mediating role of JC between POC and thriving. Data were collected from 424 accounting professionals in Canada. The structural equation modeling based on bootstrap analysis was used to test mediation. The results indicate that POC is positively related to increasing structural and social resources and challenging job demands and negatively to decreasing hindering job demands. They reveal that increasing structural and social resources enhances learning and mediates the relation between POC and vitality and learning, as do challenging job demands, whereas decreasing hindering job demands does not. This study is one of the first to confirm that POC influences vitality and learning via JC behaviors as mediators.

초등학교 교사의 동기부여, 잡 크래프팅, 혁신행동 간의 구조적 관계 분석

이 연구는 학교 현장에서 아직까지 연구가 부족한 잡 크래프팅과 관련하여 교사의 동기부여, 잡 크래프팅, 혁신행동의 구조적 관계를 실증하는데 그 목적이 있다. 연구는 대구교육청과 경북교육청 관내 초등학교 교사를 대상으로 하였으며, 동기부여, 잡 크래프팅, 혁신행동 간의 경로계수와 직접효과·간접효과·총효과를 분석하였다. 연구 결과 동기부여와 잡 크래프팅은 혁신행동에 직접적으로 미치는 정적 효과가 모두 유의한 것으로 나타났으며, 동기부여는 잡 크래프팅을 매개로 하여 혁신행동에 간접적으로 미치는 정적 효과도 유의한 것으로 나타났다. 연구 결과를 바탕으로 제언을 하자면 학교 관리자는 잡 크래프팅이 제한되지 않도록 구성원들의 동기부여를 직무욕구, 자아 욕구, 관계 욕구 측면에서 증진시켜줄 방안을 찾고 직무를 디자인할 수 있도록 지원해야한다. 또한 동기부여와 혁신행동 사이에서 잡 크래프팅이 정적인 매개효과를 가진다는 점을 보았을 때 혁신행동을 향상시키기 위해서는 교사들의 잡 크래프팅을 강화할 필요가 있으며 관리자 스스로가 잡 크래프터의 역할을 하도록 하여야 할 것이다. 아울러 잡 크래프팅 및 혁신행동이 변화하는 환경에 따른 정책을 실천하고 업무를 재창조하는데 영향을 미칠 수 있다는 점을 고려한다면 잡 크래프팅 및 혁신행동은 중요한 연구 변수가 될 수 있다.

Antecedents of Career Success: The Role of Protean and Boundary-less Career and Job Crafting Behavior

This study examines the multiple mediation model between protean and boundaryless career mindsets and career satisfaction through job crafting and career commitment. Drawing on career motivation and job crafting theories, the results of a cross sectional study (French sample = 321) demonstrate that protean and boundaryless careers are associated with subjective career success in the form of career commitment and career satisfaction by way of job crafting. We find that the relationship between protean and boundaryless careers and career satisfaction is serially mediated by both job crafting and career commitment. These results bring together three different streams of the careers literature, that of protean and boundaryless careers, job crafting and subjective career success. Implications for theory and practice are discussed, and future research proposed.

Crafting Jobs for Occupational Satisfaction and Innovation among Manufacturing Workers Facing the COVID-19 Crisis.

China’s manufacturing employees are confronted with unprecedent occupational and innovation challenges caused by the ongoing COVID-19 crisis coupled with the pressure of being replaced by digital technologies. To gain a better understanding of the rising occupational uncertainty during this critical time, based on the job demands-resources (JD-R) theory, we examined the associations of employees’ job crafting behaviors (JCB) with their occupational satisfaction and innovation workplace behavior (IWB), as well as the mediating effect of work engagement on the above relationships. The final usable data were obtained from the formal survey of 311 employees of six manufacturing companies that have returned to work amid COVID-19. Structural equation modelling was adopted to analyze the data. Results show that employees’ JCB strengthens their occupational satisfaction and IWB via work engagement. Theoretically, our research enriches the existing body of knowledge about JCB from a cross-disciplinary angle integrating the perspectives of career and psychology. Practically, we offer valuable first-hand evidence about how manufacturing employees conducted JCB to re-orient their careers and to innovate in the face of the high unemployment situation.

Crafting Jobs for Sustaining Careers during China’s Manufacturing Digitalization

Accelerated digitalization coupled with ever-growing new job demands in China’s manufacturing industry has led to serious concerns about rising work stress and the loss of the sustainability of careers among production workers. They are trapped within an organization due to the lack of career alternatives in the labor market; under such occupational stress, some proactive workers may engage in expansive job crafting (JC) behaviors to get more resources to meet their career goals and make better career plans. As a result, this paper aims to investigate how Chinese manufacturing workers perform JC behaviors to translate perceived work stress into more control over their careers in today’s shrinking job market. Drawing on the job demands-resources (JD-R) theory, this study thus investigates how employee continuance commitment (CC), as a manifestation of work stress, influences career control that can reflect the sustainability of careers in such a turbulent time and how the three dimensions of employees’ JC (i.e., increasing structural job resources, increasing social job resources, and increasing challenging job demands) mediate the CC‒career control relationship, respectively. A time-lagged survey was carried out with a sample of 476 Chinese production workers. The results show that crafting jobs is instrumental in translating the degree of CC that embodies the level of work stress to the degree of career sustainability during the digital transformation of Chinese manufacturing. The article concludes with a discussion of the theoretical and practical implications. Limitations and their implications for future studies are also reviewed.

Work engagement, job crafting and innovativeness in the Indian IT industry

PurposeThe purpose of this paper is to examine the effect of work engagement on job crafting and innovativeness in the Indian information technology (IT) industry. The authors also theorized and examined the moderating effect of perceived supervisory support (PSS) and openness-to-experience (OTE) in aforementioned relationships respectively.Design/methodology/approachThe authors base their arguments on the job-demands and resource (JDR) theoretical model and broaden-and-build theory. Field data from 377 working IT professionals were collected using the survey method. The model was tested using partial least squares (PLS) technique.FindingsResults support the main effects hypothesis. The authors find a significant and positive relationship between work engagement and job crafting behavior and innovativeness.Research limitations/implicationsThe study makes a reasonable contribution to existing knowledge on work engagement and its outcomes. However, the use of cross-sectional data may constrain causal inferences.Practical implicationsInnovativeness and job crafting behaviors are valuable to most organizations, but more critical in IT organizations. As illustrated in this paper, work-engaged employees display higher levels of innovativeness and job-crafting behavior. These results suggest that IT organizations should focus on work-engagement for better productivity and faster growth.Originality/valueThis study is an attempt towards a better understanding of work engagement and its micro level individual outcomes which have not been examined earlier.

Job crafting and turnover intention: The mediating role of work engagement and job satisfaction

The aims in this study were to examine the influence of job crafting, job satisfaction, and work engagement on employee turnover intention, and to investigate the role of work engagement and job satisfaction as mediators in the relationship between job crafting and employee turnover intention. A validated questionnaire was used to collect data from 212 employees of a service company in China. The results of structural equation modeling showed that work engagement and job satisfaction partially mediated the job crafting–turnover intention relationship. These findings extended prior research and confirmed that job crafting, job satisfaction, and work engagement were each a predictor of employee turnover intention. These findings suggest that the turnover intention of employees could be reduced through generating job-crafting behaviors, and by improving job satisfaction and work engagement.

How does proactive motivation affect job crafting in Mamuju hospitals?

Information about proactive motivation (PM) is important to hospital manager to predict the Job crafting (JC) behavior of hospital staff. High JC may lead to employee satisfaction and employee engagement at organization. Furthermore, it can improve staff performance and support the achievement of organizational goals. Individuals with proactive personalities are also most likely to change their work environment proactively. Motivation proactive can be generated by self efficacy and motivation internal. The purpose of this research was to analyze the ability of PM to stimulate JC behavior of hospital staff. This study was a cross sectional study. One hundred fifty five (155) staff was selected from 641 population in three (3) hospitals in Mamuju Regency. Data was analyzed by linear regression analysis. The research shows that 89 % of sample had good PM and based on profession, more medical doctors had good PM than nurses. The bivariate analysis of PM and JC found that the p. value was 0,000 less than ⍶-value 0,05. It means that statistically, PM influenced the JC. Proactive motivation affects job crafting by 16.2%. When the hospital staff have high PM then the JC can be generated. The hospital manager should create working environment to foster PM among staff.

Perceived overqualification and job crafting: the moderating role of positive psychological capital

PurposeThe purpose of this paper is to examine the relationship between perceived overqualification and job crafting, which has the ability to drive satisfaction, loyalty and performance; drawing on the broaden-and-build theory, the study tests the positive psychological capital (PsyCap) moderation role in this relationship.Design/methodology/approachData were obtained from 320 white-collar employees in Northern Cyprus. Data on perceived overqualification and positive PsyCap were gathered in the first survey, and job crafting was measured as a follow up. Data were analyzed using structural equation modeling and hierarchical regression.FindingsPerceived overqualification has a significantly negative effect on all dimensions of job crafting. However, considering PsyCap as a moderator, the study demonstrates that the negative impact of perceived overqualification on job crafting lessens when positive PsyCap is high rather than low.Research limitations/implicationsSelf-reported surveys are used and results were collected from only Northern Cyprus.Practical implicationsThe study has important practical implications for managing and reaping benefits from employees who perceive themselves as overqualified. Specifically, organizations need to implement efficient activities that increase positive PsyCap among these employees (e.g. inspirational videos and other learning), which can thereby boost their job-crafting behavior and result in better organizational performance.Originality/valueThis research is the first to investigate positive PsyCap among employees who feel overqualified. The findings further point to what can be done to encourage job-crafting behavior by using positive PsyCap to increase passion and motivation among overqualified employees.

Powered to craft? The roles of flexibility and perceived organizational support

This study examines employees' sense of power as a predictor of job crafting. Building on situated focus theory of power, we hypothesize that a personal sense of power enables employees to become more flexible, which in turn activates their job-crafting behavior. We further propose that perceived organizational support (POS) moderates this indirect relationship. Data were collected from 407 Chinese working adults via a three-phase online survey. The empirical results supported our proposed model. The findings suggest that to encourage job-crafting behavior, managers and organizations should seek to enhance their employees' sense of power, provide training to cultivate flexibility, and ensure that their employees have POS.

Job Demands, Low Back Pain, and Job Crafting Behaviors: A Proposed Framework

The purpose of this paper is to propose a framework for understanding Job Crafting Behaviors (JCBs) as a proactive behavioral treatment in the relationship between Job Demands (JDs) and Low Back Pain (LBP). Though the relationship between JDs and LBP is well-established in the ergonomics literature, studies on the role of proactive behaviors are neglected. More so, while a few studies have examined behavioral treatment and its role in to JDs-LBP relationship, none has examined JCBs in relation to JDs-LBP relationship. Hence, this paper discusses JCBs as a moderator of the JDs (psychological and physical JDs)-LBP relationships. A conceptual model supported by Job Demands-Resources (JD-R) theory is thus proposed for future empirical studies and for expanding the JCBs and ergonomics literature.

Relational Job Crafting and Organizational Behavior: A Weekly Diary Study

In this weekly diary study, we explored associations between relational job crafting, work engagement and supervisor-rated employee behaviors (work performance and voice). We also investigated the ...

Meaningful Work and Work Engagement: The Mediating Role of Perceived Opportunities to Craft and Job Crafting Behavior

This study examines the impact of meaningful work on employees’ level of work engagement as mediated by perceived opportunities to craft and job crafting. Based on the literature on meaningful work and job crafting, we hypothesize that meaningful work has a positive relationship with an employee’s level of work engagement in two ways, directly and indirectly via perceived opportunities to craft first and job crafting second (sequential mediation). In order to test the hypothesized relations, we conducted a structural equation modeling on a sample of 1148 employees working in various occupations, organizations, and industries in The Netherlands. The results of this analysis provide support for the hypothesized relations, indicating a strong linkage between meaningful work and work engagement and a partially mediating role for perceived opportunities to craft and job crafting. The main theoretical, practical, and methodological implications of this study are discussed.

Can Empowering Leaders Affect Subordinates’ Well-Being and Careers Because They Encourage Subordinates’ Job Crafting Behaviors?

This study examined the effects of empowering leadership on employees’ well-being and career outcomes through their job crafting behaviors over three time points during a 2-month period. With 325 full-time employees, results from structural equation modeling demonstrated that empowering leadership was positively associated with employees’ job crafting behaviors even after controlling for proactive personality. Job crafting resulted in lower levels of physical and depressive symptoms and higher levels of career satisfaction and commitment. Together, these findings highlight the role of empowering leadership in encouraging and facilitating job crafting behaviors of employees, which in turn leads to subjective career success as well as physical and psychological well-being.

Build Coalitions to Fit: Autonomy Expectations, Competence Mobilization, and Job Crafting

Job crafting offers several beneficial organizational outcomes, yet little is known about what makes employees engage in it. In particular, the role of leaders in influencing their subordinates to engage in job crafting has been insufficiently studied. Drawing on role theory, we suggest that the congruence of leader-subordinate autonomy expectations nurtures subordinates’ experiences of having their competences adequately utilized in their jobs. This experience, which involves the competence mobilization of their work roles, subsequently fosters subordinates’ engagement in job-crafting behavior. A two-stage field study of 145 leader-subordinate dyads using cross-level polynomial regression and response surface analysis supported the (in)congruence hypotheses. The results also demonstrated that subordinates’ perceived competence mobilization mediates the relationship between autonomy expectation (in)congruence and job crafting. In addition, leader coalition as a moderator strengthens the effect of perceived competence mobilization as a psychological condition for job crafting. Implications for practice and future research are discussed. © 2016 Wiley Periodicals, Inc.

Evidence of Validity of the Job Crafting Behaviors Scale

AbstractJob crafting behavior refers to the changes made by workers in their job context for adjusting their activities to their preferences. We sought to adapt and collect validity evidences of the Job Crafting Behaviors Scale for the Brazilian context, in a sample of 491 workers, with a mean age of 26.7 years. Factor analysis revealed that the final instrument consisted of three dimensions (increasing structural job resources, increasing social job resources, increasing challenging job demands), which showed good internal consistency indexes. These dimensions showed low or moderate correlations with work engagement, positive psychological capital, positive job affect, and in-role performance. The scale showed evidence of validity, the use of which is recommended for future research on the changes that people make in their jobs.