Job Crafting Research Articles

Demystifying the secret to happiness at work: The role of inclusive leadership, despotic leadership, and job crafting

Background Leadership styles have a big impact on how happy employees are at work, which is important for the success of the company. While despotic leadership can cause tension and discontent, inclusive leadership fosters a supportive and inspiring workplace culture. This study looks at the role that job crafting plays in mediating the link between happiness at work and leadership styles. Objective This study aims to explore how employees’ happiness at work (HAW) is affected by both despotic leadership (DL) and inclusive leadership (IL). Additionally, the study reveals the mediating effect of job crafting (JC) through the use of a mediation mechanism. Method To test the hypothesized relationships, 348 employees of Indian service sector participated in this cross-sectional survey. Statistical analyses were performed to investigate the relationship between the components, including Structural equation modeling using AMOS 22. Results The results demonstrated that the better leadership approach for fostering employees’ happiness is inclusive leadership. It is discovered that job crafting acted as a mediator in the relationship between inclusive leadership and workers’ overall positive attitudinal outcome (HAW). Furthermore, the data demonstrated that, through job crafting, despotic leadership adversely affects employees’ happiness. Overall, the study demonstrates that inclusive leaders further enhance HAW by fostering inclusion among staff members by treating them fairly. Conclusions The study’s conclusions imply that when there is a feeling of inclusivity among employees, leaders can significantly improve workers’ fulfillment with their work through their fair policies and inclusive conduct.

Approach or avoidance? Relationship between perceived AI explainability and employee job crafting.

Approach or avoidance? Relationship between perceived AI explainability and employee job crafting.

Reducing Turnover Intentions Among Overqualified Faculty: The Potential of Job Crafting in Saudi Private Higher Education

Reducing Turnover Intentions Among Overqualified Faculty: The Potential of Job Crafting in Saudi Private Higher Education

Job Crafting and Employee Engagement Among Employees in Public Organisations in Malaysia

Organizations are continuously seeking ways to make jobs more meaningful to improve employee engagement and productivity. It is important to understand public sector employee perceptions of job crafting and engagement as this group represent a significant number of the workforce, and their engagement directly influences organisational performance. This study investigates the relationship between job crafting and employee engagement among employees in public organisations in Malaysia. A cross-sectional, quantitative research approach was employed with a self-administered survey questionnaire disseminated among employees from two public organisations in Malaysia (N = 114). The respondents comprised of 65 millennials and 49 non-millennials. Findings from an independent sample t-test showed no significant differences in employee engagement levels between millennials and non-millennials. The job crafting dimensions (increasing structural resource and social resources, increasing challenging job demands, and decreasing hindering job demands) were significantly associated with employee engagement. Public organisations and human resource development practitioners can leverage these insights to design interventions and formulate policies that encourage job crafting behaviours thereby fostering a highly engaged workforce

Development and Validation of the Clinical Nurses' Job Crafting Scale

Purpose: The study was to develop a Clinical Nurses' Job Crafting Scale (CN-JCS) and examines its validity and reliability. Methods: Data were collected from 423 clinical nurses working in general hospitals. The CN-JCS was developed according to DeVellis’s step sclae development guidelines. The CN-JCS was assessed for content validity, construct validity, item convergence/discrimination, convergent validity, and internal consistency. Results: In the exploratory factor analysis, five factors and 20 items were selected. Construct validity was examined using confirmatory factor analysis, and the model fit was good. The Conceptual reliability was greater than .70 and average variance extracted value was greater than .50, indicating discriminant validity. Convergent validity was confirmed through correlations between the CN-JCS, psychological empowerment and work engagement. The scale’s reliability was established with a Cronbach's alpha of .90. The CN-JCS employs a 5-point Likert scale across 20 questions, gauging aspects such as giving meaning to work, changing the structure of work, exploring and communicating, pursuing relationship change, and positive attitude toward change. Conclusion: The CN-JCS can be used to accurately assess the job craft of clinical nurses, and the measured level can be used as baseline data to improve awareness and education of nurses’ job craft.

Shaping Organizational Change: The Impact of Organizational Support and Job Crafting

This study investigates the mediating role of job crafting in the relationship between perceived organizational support (POS) and resistance to change (RTC) among employees in the Turkish private sector. Drawing upon Social Exchange Theory and Self-Regulation Theory, the research proposes that when employees perceive high levels of organizational support, they are more likely to engage in job crafting behaviors—specifically task, relational, and cognitive crafting—which in turn reduce their resistance to organizational change. Data were collected from 202 employees through validated survey instruments and analyzed using structural equation modeling. The findings confirm that POS is negatively associated with RTC and positively related to all three dimensions of job crafting. Moreover, job crafting significantly mediates the relationship between POS and RTC, highlighting its critical role as a proactive strategy for adaptation during organizational change. The results provide both theoretical and practical implications by emphasizing the value of supportive environments and proactive employee behavior in managing change effectively.

The Impact of Artificial Intelligence Usage on Employee Career Commitment: The Moderating Role of Artificial Intelligence Awareness

Amid the wave of digital transformation, the widespread adoption of artificial intelligence (AI) has become an unstoppable trend. An increasing number of organizations are embracing AI to boost efficiency, streamline processes, and enhance decision-making quality. However, while AI helps improve organizational performance, it also exerts a profound influence on employees’ professional attitudes and behaviors. Exploring the impact of artificial intelligence applications on employees' career commitment is crucial. Grounded in the person-environment fit theory, this study aims to investigate how AI usage influences employees' career commitment through the mediating role of job crafting and the moderating role of AI awareness. Based on an empirical analysis of two hundred and two survey responses, the study reveals that AI usage positively correlates with employees' career commitment. Job crafting mediates this relationship, enhancing the positive effect of AI usage on career commitment. Additionally, AI awareness functions as a moderator, negatively adjusting both the impact of AI usage on job crafting and the indirect effect of AI usage on career commitment through job crafting. The research findings not only deepen our understanding of the relationship between AI usage and employee career commitment, but also offer theoretical grounding and practical guidance for organizations seeking to manage employee uncertainty and negative expectations while advancing intelligent transformation.

Job Crafting's Impact on the Relationships Between Customer Incivility, Service Performance and Job Satisfaction

This study explores the impact of job crafting on the relationships between customer incivility, service performance, and job satisfaction among service employees, utilizing the Job Demands-Resources (JD-R) theory. It is important to study this as, based on the results, it would provide employees with viable strategies to use, to not be negatively influenced by uncivil customers anymore. Data was collected from 341 participants in various service industries via an online survey. The study examines how approach crafting (seeking additional job demands and resources) and avoidance crafting (reducing job demands) moderate these relationships. Results indicated that customer incivility negatively affected job satisfaction. However, customer incivility did not significantly impact service performance. Contrary to expectations, neither type of job crafting moderated the relationship between customer incivility and job satisfaction. Avoidance crafting did not moderate the relationship between customer incivility and service performance. However, approach crafting was positively correlated with both service performance and job satisfaction, and successfully moderated the relationship between customer incivility and service performance. These findings suggest the overall beneficial impact of approach crafting on job outcomes, highlighting the need for further research into the complex dynamics between job crafting and customer incivility.

The influence of leadership on work engagement mediated by job crafting

Orientation: Work engagement, specific leadership styles, and the willingness to allow autonomous behaviour (viz. job crafting) are essential to foster positive employee outcomes. Research purpose: The study investigates the effect of leadership on an employee’s likelihood to initiate changes to the work environment (viz. job crafting) and how these changes hypothetically contribute to work engagement. Motivation for the study: A paucity of studies focuses on leadership and the nexus thereof with job crafting as mediator towards fostering positive employee outcomes in the South African context. Research approach/design and method: A quantitative cross-sectional research design was implemented by means of a questionnaire. Primary data were collected from 155 participants (N = 155) with at least 2 years of work experience. Statistical analysis included structural equation (direct effects) and mediation modelling (indirect effect) to ascertain the mediating role of job crafting. Main findings: The research study concluded that both leadership styles statistically significantly contributed to job crafting. Self-leadership statistically significantly contributed to work engagement. While empowering leadership did not directly yield a statistically significant effect on work engagement. Job crafting was found to be a statistically significant mediator that mediates the nexus between leadership styles and work engagement. Practical/managerial implications: Results presented emphasised the value of self-leadership in developing a proactive workforce. Moreover, empowering leadership should be investigated further. Job crafting is crucial for empowering leadership to improve work engagement. Contribution/value-add: This study contributes to the corpus of knowledge regarding the nexus between leadership styles, job crafting, and work engagement.

The Impact Mechanism of Perceived Overqualification on Knowledge Sharing Intention among New Generation Employees

New generation employees generally feel overqualified, but how this impacts their knowledge sharing intention is unclear. This study combines resource conservation theory, self-determination theory, and job crafting theory to create a dual - path model of "perceived overqualification promotion focus/job crafting knowledge sharing intention". It also uses innovation climate as a moderating variable to explore organizational situational effects. A structural equation model from 306 new generation employee questionnaires and Bootstrap method for effect testing show: 1 Perceived overqualification indirectly boosts knowledge sharing intention via promotion focus and job crafting, with no direct effect. 2 Innovation climate strengthens perceived overqualifications impact on promotion focus and job crafting, enhancing indirect effects in high - innovation climates. The findings go beyond the "resource shortage" view, offering a way to solve the "high qualifications - low sharing" paradox and giving businesses theoretical and practical guidance for unlocking knowledge potential through innovation climate building.

Navigating Employee Perceptions of Service Robots: Insights for Sustainable Technology Adoption in Hospitality

The widespread deployment of service robots in industries such as hospitality has significantly transformed service delivery, influencing not only customers but also employees. This study examines the multi-dimensional impact of service robots on hotel employees, focusing on their attitudes, emotional responses, and willingness to collaborate, as shaped by perceived benefits (service reliability, process efficiency, and job crafting) and risks (inefficiency, insufficient intelligence, and privacy concerns). Data were collected from 471 hotel employees in South Korea with experience working alongside service robots, and Hayes’ Process Macro Model 4 was employed for hypothesis testing. The findings reveal that perceived benefits positively influence employees’ attitudes, emotions, and willingness to collaborate, while perceived risks exert a negative impact. Furthermore, attitudes and emotional responses mediate these relationships. These findings provide theoretical and practical insights for managers, policymakers, and service robot manufacturers to address employee concerns, improve human–robot collaboration, and promote sustainable technological integration within the service industry.

The Role of Gender in Job Crafting and the Perception of Meaningful Work Among Employees of PT. X in Jakarta

This study investigates the impact of gender variations on job crafting and the perceived meaningfulness of work among workers at PT. X, a digital consulting business in Jakarta. The survey included 55 employees, comprising 40 men and 15 women, who completed a questionnaire on their job transitions and the significance of their roles. The findings indicated that male employees had a greater propensity to alter their employment in alignment with their preferences and competencies, maybe due to a perceived sense of autonomy. Employees who transitioned to new positions often perceived their roles as more relevant, since this adjustment aligned their employment more closely with their personal preferences. Notably, despite males changing occupations more frequently, there was no disparity between men and women regarding the perceived significance of their employment. The survey underscores the necessity for employers to assist all employees, particularly women, in advancing their careers through training, mentorship, and flexible work arrangements, ensuring that every employee feels empowered and respected.

Cross-level effects of leaders’ job crafting and leisure crafting on employees’ job crafting, leisure crafting, innovative behaviors, and job satisfaction

ABSTRACT This study explores leaders’ job crafting and leisure crafting to theorize employee variables (i.e. job crafting and leisure crafting) on outcomes (i.e. innovative behaviors and job satisfaction). A questionnaire survey was conducted among 32 tourist hotels in Taiwan, collecting data in three stages, yielding valid responses from 210 team leaders and 787 employees. Findings indicate leaders’ job crafting positively influences employees’ job crafting and innovative behaviors, while their leisure crafting positively impacts employees’ leisure crafting but not job satisfaction. Employees’ job crafting partially mediates the relationship between leaders’ job crafting and innovative behaviors, but employees’ leisure crafting significantly mediates the relationship between leaders’ leisure crafting and employees’ job satisfaction. This study highlights how supervisors’ behaviors affect employees’ behaviors and outcomes. The use of data from multiple sources and time points offers a comprehensive, longitudinal perspective. This study provides both theoretical and practical implications, indicating that encouraging proactive job crafting and leisure crafting among leaders can foster employee innovation and enhance their overall job satisfaction.

“We are like little elves who never get their own name” - Navigating the experience of precariousness in platform work

ABSTRACT Although platform work has attracted research across disciplines in recent years, our understanding of how platform workers experience precariousness remains limited. Through a qualitative study of food delivery couriers in Finland, this paper seeks to advance knowledge of how workers navigate their experience of precariousness in the context of platform work. We identify four aspects of work-related precariousness encountered by platform workers and outline four job crafting mechanisms they use to navigate their experience of precariousness. These findings provide contextual insights into platform workers’ experience of precariousness in an egalitarian country. By exploring platform workers’ experiences and navigating mechanisms, we contribute to the existing body of knowledge on platform work and job crafting, offering a deeper understanding of this non-traditional work context.

Job Crafting as the Bridge: Personality’s Effect on Performance and the Power of Political Skill

Now days in competitive organizations, there is a need for employees to be proactive enough to act wisely before the happening of events, Findings illustrated that proactive personality of employees is linked with their performance, the link between proactivity and the performance of employees cannot be for granted especially in the presence of job crafting. The purpose of this research is to investigate multilevel effect of personality on performance through job crafting and the moderating role of political skill. The sample size of 35 teams was used. This study covers a total of 35 teams from telecom and banking sector of Lahore selected through purposive sampling from yielding a response rate of 83%. The current research evaluated the descriptive stats, hypothesis testing as well as correlation between variables. The data have been collected through personal and mail survey questionnaire. The method of PLS-SEM has been utilized along with SPSS 19 for descriptive statistics. The study findings showed that there is positive relationship among all mentioned variables and performance, except significant relationship of moderating variable i.e. political skill. We discovered that for development and change, organization should give better environment and offer practices which expand the performance on all level.

Including Managers in the Job Crafting Process: Cognitive Clarity through Motivational Interviewing

Abstract Job crafting reflects hands-on, self-initiated proactive behaviors to realign job characteristics with personal needs, goals, skills, and/or preferences. The role of managers in the job crafting process—aside from facilitating or hindering job crafting with their leadership styles—remains underexplored due to the proactive nature of job crafting. However, manager involvement is crucial for effective job redesign. Therefore, in this conceptual paper, we unpack why and how managers can play a more active role in job crafting processes and consequently job redesign. To involve managers successfully in job crafting, we introduce motivational interviewing (MI)—a well-established communication approach that facilitates motivation-focused conversations. We develop a process model that explains how MI-informed manager–employee conversations enable a focus on “what motivates the employee and why,” helping both employees and their managers gain greater cognitive clarity about employee needs. Our paper advances the job crafting literature by presenting ways through which job redesign efforts can be realized—namely, by improving cognitive clarity about employee needs and values, thereby enabling employees to make well-informed job crafting changes. Moreover, as the manager also gains clarity about employee needs and values, their job redesign efforts may also become more successful. We discuss how our process model promotes a new line of research on novel job crafting interventions that can more effectively support sustainable job redesign.

Approach or Avoidance: How Does Employees' Generative AI Awareness Shape Their Job Crafting Behavior? A Sensemaking Perspective.

Given the significant impact of Generative AI (GenAI) in the workplace, there are surprisingly few empirical studies examining how employees' GenAI awareness shapes differently oriented job crafting behaviors. In organizations, understanding this is important because GenAI is unlikely to fully replace employees; instead, it requires them to adopt adaptive strategies to work alongside GenAI. If employees engage in avoidance crafting behavior, it could have negative consequences for the organization. Based on sensemaking theory, we develop a theoretical model to explore how employees' GenAI awareness affects their job crafting behavior, as well as the mediating mechanisms and boundary conditions of its influence. Using self-evaluation data from 316 employees at three time points, the results of our hypothesis testing reveal that when employees perceive high internal Corporate Social Responsibility (CSR), their GenAI awareness triggers harmonious work passion and leads to approach job crafting; conversely, when employees perceive high external Corporate Social Responsibility, their GenAI awareness triggers obsessive work passion and leads to avoidance job crafting. Finally, the theoretical and empirical implications of our findings are discussed.

The impact of presidents' transformational leadership on faculty occupational well-being-parallel mediating roles of teaching efficacy and job crafting.

Occupational well-being (OW) has gained increasing attention in recent years; however, limited research has focused on university and college faculty-despite their high levels of burnout and job dissatisfaction. This study examines the impact of university presidents' transformational leadership (TL) on faculty OW, and explores the mediating roles of job crafting and teaching efficacy in this relationship. A total of 555 faculty members from various higher education institutions in Shandong Province, China, voluntarily participated in an online survey. CB-SEM was applied to examine direct and indirect relationships among the variables, with bootstrapping techniques employed to test mediation effects. The results revealed that: (1) presidents' TL significantly and positively predicted faculty OW; (2) job crafting partially mediated the relationship between TL and OW; and (3) teaching efficacy also partially mediated this relationship. These findings suggest that transformational leadership by university presidents not only directly enhances faculty well-being but also exerts indirect effects through job crafting and teaching efficacy. This study provides valuable insights for higher education administrators seeking to promote faculty well-being through effective leadership strategies.

A Study on Job Satisfaction Mediation in the Outsourcing Sector: Improving Employee Performance via Job Crafting and Organizational Culture

The 600-person outsourcing service company PT. Swapro Internasional Malang is where we carried out our investigation. This research was primarily motivated by the deterioration in employee performance, as seen by the attainment of Key Performance Indicators (KPIs) of just 67% of the 85% objective. This study's objective is to examine both direct and indirect consequences of job crafting and organisational culture on employee performance, using work satisfaction as an intervening variable. This study takes a quantitative approach and employs a survey method., administering a questionnaire to 235 respondents who were chosen via proportionate random selection. SmartPLS 4's Structural Equation Modelling was used to analyse the data. The study's findings show that organisational culture and job crafting significantly and favourably affect employee performance that is both directly and indirectly impacted by work satisfaction. These results validate that the effects of organisational culture and job crafting on performance is reinforced by work satisfaction, which serves as a mediator. The primary finding of this research is that task management alone is not enough to improve employee performance; businesses also need to foster a good organisational culture, offer chances for self-improvement, and establish a supportive work environment. These findings' practical ramifications push management to focus more on non-monetary factors like open communication, managerial support, and recognition in fostering work happiness.

Vanishing Acts: Unraveling the Mystery of Ghosting in Remote Work

This study aims to shed light on an emerging organizational phenomenon in digitally mediated and multilocational workplaces—that is, workplace ghosting, defined as the abrupt termination of communication without warning or explanation. Drawing on frameworks from workplace incivility and job crafting, this study explores the mechanisms and contextual factors that enable and sustain ghosting behaviors in modern organizational settings. We interviewed 55 knowledge workers and employed a grounded theory approach to study remote workers’ perceptions of workplace ghosting behavior. This study proposes a typology of four types of workplace ghosting behavior: scheduling , disorganized , avoidance , and irritated behavior. We suggest that workplace ghosting behavior is task- or relationship-oriented but also highlight that this behavior emerges in planned and unplanned ways. Our study shows that ghosting challenges traditional norms of reciprocity as ghosting may benefit the ghoster but adversely affect the ghosted . Our findings expand our understanding of workplace ghosting beyond incivility and open new avenues for theorizing about social dysconnectivity in multilocational work. Specifically, the workplace ghosting typology provides an understanding of different types of ghosting behavior that vary in level of intent and focus.