This study investigates whether crafting of job demands and resources relates positively to extra-role behavior (i.e. contextual performance and creativity) through work engagement and flourishing. ...We collected data from 294 employees and their supervisors regarding employees' contextual performance and creativity. Results show that seeking resources had a positive indirect relationship with contextual performance through work engagement, and with creativity through work engagement and flourishing. Reducing demands had negative indirect relationships with both contextual performance and creativity through work engagement. We conclude that particularly seeking resources has important implications for extra-role behavior and discuss the practical implications of these findings.
•Work engagement shows stronger associations with supervisor-rated extra-role behavior than flourishing.•Job crafting both favorably and unfavorably affects work engagement and flourishing.•Seeking resources favorably affects contextual performance and creativity through work engagement.•Reducing demands unfavorably affects contextual performance and creativity through work engagement.
Work–leisure balance is a problem for hospitality employees. The purpose of this study was to investigate the relationships between job crafting, leisure crafting, work–leisure conflict (WLC), ...work–leisure facilitation (WLF), and well-being, specifically the mediating roles of WLC and WLF. A survey of 338 hotel and 337 restaurant employees in Taiwan revealed that job crafting is negatively associated with WLC, and that job and leisure crafting are positively associated with WLF. Furthermore, WLC is negatively associated with well-being, whereas WLF is positively associated with well-being. WLC mediates the relationship between job crafting and well-being; WLF mediates the relationships of job and leisure crafting with well-being. This study fills the knowledge gap related to job and leisure crafting by investigating their influence on employee work–leisure balance and well-being from the perspective of job design and leisure activity adjustment. Hospitality managers can apply these findings to human resource practices.
•Job crafting is negatively associated with WLC.•Job and leisure crafting are positively associated with WLF.•WLC and WLF are negatively and positively associated, respectively, with well-being.•WLC mediates the relationship between job crafting and well-being.•WLF mediates the relationships of job and leisure crafting with well-being.
In two quasi-experimental studies – Study 1 among medical specialists (N=119) and Study 2 among nurses (N=58) – we tested the impact of a general and a specific job crafting intervention on health ...care professionals' well-being and (objective and subjective) job performance. Both groups of participants received training and then set personal job crafting goals for a period of three weeks. The results of a series of repeated measures analyses showed that both interventions were successful. Participation in the job crafting intervention groups were associated with increases in job crafting behaviors, well-being (i.e., work engagement, health, and reduced exhaustion), and job performance (i.e., adaptive, task, and contextual performance) for the medical specialists and nurses relative to the control groups. Though we did not find a significant intervention effect for objective performance, we conclude that job crafting is a promising job redesign intervention strategy that individual employees can use to improve their well-being and job performance.
•Organizations can train employees in job crafting to increase work meaning and significance.•Job crafting is a cost-effective way to improve employees' functioning at work.•Job crafting is a valuable alternative to traditional top-down job redesign strategies.•Two job crafting interventions among health care professionals are evaluated.•We show that these interventions positively enhance employee well-being and performance.
The present study investigates how individual and collaborative job crafting may help digital labourers to build resilience and career commitment in the gig economy. Results based on a time‐lagged ...survey from 334 digital labourers indicate that those who engaged in higher individual job crafting reported subsequently higher resilience at the outset. Moreover, high collaborative job crafting compensated for low individual crafting efforts in reaching higher resilience and subsequently higher career commitment in the gig economy. Theoretical and practical implications for sustainable careers in the gig economy are discussed.
What does having power mean, not for, but to an individual at work? In this article, we focus on the individual’s concerns and experiences in the work setting and discuss how individuals ...conceptualise and construct their own power at work. This perspective is important due to its corresponding implications for how individuals choose their jobs, how they show proactive work behaviours and how they are engaged in power relations in organisations. In-depth interviews with 11 participants were subjected to interpretative phenomenological analysis and key themes were identified to explain how these individuals cognitively, socially and operationally crafted their ‘own’ versions of power in their organisations. Despite the idiosyncratic similarity among the participants, our analysis revealed a clear divide: ‘position-based power holders’ and ‘territory holders’. We first present our findings and results with interview excerpts and implications drawn from the emergent themes based on participant accounts. Next, we focus on two individual cases to explain how these individuals identified themselves as power holders within their own organisational contexts. Finally, we discuss our findings in association with other theoretical frameworks and concepts including the meaning of power, the organisational context and proactive work behaviours.
Purpose
This paper aims to present a model of how cognitive and behavioral crafting practices relate, reconciling the two dominant and conflicting job crafting theoretical perspectives.
...Design/methodology/approach
Starting by examining the role of cognition and cognitive practices in job crafting, this paper reconstitutes the theorizing path that led to the exclusion of cognitive crafting from job crafting theory, explores existing theorizing efforts to (re)integrate cognitive crafting back into job crafting and proposes a new job crafting model (re)integrating behavioral and cognitive practices.
Findings
By conceiving cognitive crafting practices as a sensemaking layer that spans across and reciprocates with all behavioral crafting practices, the proposed model specifies the role of behavior and cognition (and the mutual relations between them) in job crafting, while resuming its meaning-making orientation.
Originality/value
This paper offers novel insights on underspecified aspects of the job crafting theory, improving its heuristic value. It clarifies how meaning is assembled and enacted by people in work environments, allowing for more integrated and comprehensive explanations about how people relate to work.
This study focused on the relationship of employees' career growth with high-performance work systems (HPWS), how and the conditions under which HPWS enhance organizational career growth. It ...considered job crafting as part of the mechanism, the idea being that employees actively exploit the resources provided and demands imposed by HPWS to craft their jobs. Using a multi-level, three-wave time-lagged design with 663 employees and 67 human resource managers from 67 companies, we found that (a) organization-level HPWS were positively related to individual employees' career growth; (b) task and relational job crafting mediated the relationship; (c) the organizational innovation climate moderated the relationship between organization-level HPWS and job crafting; and (d) the moderating effect had an impact on employees' career growth through job crafting. The implications of the study for the advancement of knowledge and practice are discussed.
•Employees' organizational career growth is cultivated by high performance work systems (HPWS).•Employees' career growth also benefits from job crafting, which is itself encouraged by HPWS.•Both task job crafting and relational job crafting play a role in the way employees' career growth is fostered by HPWS.•A climate for innovation in the organization magnifies the benefits of HPWS and of job crafting for career growth.•Organizations can foster their employees' career growth by implementing HPWS and by cultivating an innovative mentality.
El tecnoestrés es un tipo de estrés laboral asociado al uso continuado de las nuevas tecnologías de la información y comunicación (TIC), que puede conllevar diferentes problemas tales como ansiedad, ...baja satisfacción laboral, etc. El confinamiento provocado por la COVID-19 implicó que, inesperadamente, los docentes transformaran sus puestos de trabajo, haciendo un uso continuado y completo de las TIC para llevar a cabo sus tareas y funciones. De hecho, este cambio organizativo puede haber aumentado los niveles de tecnoestrés de los docentes. Sin embargo, teniendo en cuenta que los empleados no son seres pasivos, estos pueden iniciar comportamientos laborales (p. ej., job crafting) que disminuyan sus niveles de tecnoestrés. Por todo ello, el objetivo de este estudio es analizar la relación entre el tecnoestrés y el job crafting. La muestra está compuesta por 99 docentes (79.8% mujeres), de edades comprendidas entre los 22 y los 66 años. Los resultados mostraron que el género, los años de docencia y algunos comportamientos de job crafting (p. ej., aumentar las demandas laborales desafiantes) permiten explicar el tecnoestrés de los docentes. Este estudio contribuye a la literatura sobre el job crafting como método de reducir el malestar psicosocial de los empleados y de mejorar el ajuste persona-puesto.
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