The demands of the workplace have become such that employees need to continuously change, tweak, and restructure the ways in which they work. To do so, they engage in a process called job crafting. ...This process is becoming so commonplace that it is crucial to verify whether organizations are able to provide a climate in which employees can feel positive about such changes. In this regard, positive leader-member exchange may create the conditions necessary to motivate employees to engage in job crafting behaviours against the contextual background of perceived organisational support. When employees are ready for change, they feel that they have the support of their organization, and experience high quality leader-member exchange, their engagement in job crafting behaviours will be heightened. Conducted through the lens of social exchange theory, our study represented an attempt to integrate some important predictors of job crafting behaviours-i.e. leader-member exchange, perceived organisational support, and the moderating role played by readiness to change. The study contributes to the literature by defining a model suited to revisit human resource (HR) practices and policies and to add value to the HR perspective to the end of improving organisational effectiveness.
In this article we further reflect on the "state of play" of work engagement. We consider, clarify, and respond to issues and themes raised by eight preeminent work engagement researchers who were ...invited to respond to our position article. The key themes we reflect upon include: (1) theory and measurement of engagement; (2) state and task engagement; (3) climate for engagement versus collective engagement; (4) the dark side of engagement; (5) where job crafting may go wrong; and (6) moderators of the engagement-performance relationship. We conclude that engagement can sensibly be conceptualized as a positive and high arousal affective state characterized by energy and involvement; that there may be additional dimensions that might usefully be included; that we need to more fully understand the day-to-day and moment-to-moment temporal dynamics and implications of engagement; that a "climate for engagement" will influence individual and organizational outcomes; that although engagement is at heart a positive construct, the "dark side" of engagement needs to be acknowledged and understood; that "job crafting" provides a potentially powerful way for employees to manage their engagement; and that we need to gain a better understanding of the moderators that influence the way that engagement is related to performance. We also outline some practical implications that follow from our conclusions.
Purpose- The presence of employees is indispensable for the sustenance of any company entity. Consequently, firms have made substantial investments in research endeavors over the course of several ...decades, with the aim of fostering employee engagement and productivity. Fostering a sense of ownership among employees and valuing their input is widely seen as an effective strategy for enhancing employee motivation. Design/methodology/approach- This study examined how goal setting affects employees’ task crafting. Psychological ownership mediates goal-setting participation and task crafting behavior and Power distance moderates’ goal-setting participation and task crafting behavior through psychological ownership. This study was conducted using a quantitative survey design. The survey was distributed to 372 employees working in small-scale manufacturing companies in China’s six major cities. The survey measured goal-setting participation, psychological ownership, task crafting behavior, and power distance. Findings- The study’s findings reveal that employee involvement in goal setting contributes to a stronger sense of psychological ownership, subsequently driving them to tailor their job tasks. The relationship is influenced by the organization’s power distance, which impacts the level of ownership experienced. Research limitations/implications- This study expands basic theoretical research and sheds light on goal setting participation and task crafting. The study provides theoretical evidence that psychological ownership mediates the goal-setting participation-task crafting behavior relationship. Additionally, it helps explain how power distance moderates this association. Practical implications- In practice, this study suggests that organizations can promote task crafting behavior by supporting goal setting and psychological ownership. Psychological ownership can reduce the detrimental impacts of power distance on goal-setting participation and task crafting behavior in high-power distance cultures. Originality/Value of paper- This research addresses the need to study how goal setting affects employee task crafting. The paper suggests how organizations might encourage task crafting, especially in high-power distant cultures.
The purpose of this study is to investigate the effect of perceived overqualification on both task performance and proactive behavior via job crafting under the moderation of digital competencies. ...Hypotheses of the proposed model were tested with a sample of 409 participants in 40 five-star hotels in Turkey. Data were collected by interviewing face-to-face and analyzed using structural equation modeling. It is found that job crafting mediated the relationship between perceived overqualification on both task performance and proactive behavior. The positive effect of perceived overqualification on job crafting was greater under digital competencies, as was the indirect effect of perceived overqualification on both "task performance" and "proactive behavior" via job crafting.
Sustainability has become a critical issue, calling for new conceptualizations of both problems and solutions. This special issue of the Nordic Journal of Science and Technology Studies, explore the ...concept of “Crafting Sustainability”. Sustainability is a hot topic in contemporary scholarly debates, with methodological, theoretical, and conceptual contributions from a wide array of research areas, also from Science and Technology Studies. Craft on the other hand has been less of a focal point, although all humans relate to craft on some level.
The worldwide banking industry is currently undergoing a digital transformation. The innovative behavior of bank employees is a significant aspect of commercial banks’ future survival and ...development. One of the most significant resources for cultivating good employee behavior is leadership. As a response, this study examined how authentic leadership affects employees’ innovative behavior. The mediating role of cognitive crafting and hope between authentic leadership and innovative employee behavior was also investigated. Using a quantitative approach, data were collected from 610 Thai bank employees. The structural equation modeling (SEM) analysis findings revealed an association between authentic leadership and innovative employee behavior. According to the mediation analysis results, hope and cognitive crafting appeared to mediate the relationship between authentic leadership and innovative employee behavior. These findings may help develop leadership research in the field of innovation management. Thus, organizations should identify, cultivate, and support authentic leaders who can inspire innovative behavior among employees through cognitive crafting and hope.
Is job crafting relevant for adaptive performance in the absence of managers’ effective influence tactics and the presence of ineffective tactics? Based on job demands-resources and conservation of ...resources theories, we examined whether employee daily job crafting behaviors (i.e., resources seeking, challenges seeking, demands reducing) interact with overall managers’ influence tactics during times of organizational change in explaining change outcomes. Twenty-nine hotel employees completed a questionnaire to evaluate their managers’ influence tactics, and then a diary for five consecutive workdays to assess daily job crafting behaviors and daily adaptive performance during a large-scale change. Multilevel analyses revealed that daily seeking resources related positively to adaptive performance particularly when specific managers’ influence tactics were low. These findings imply that employees compensate for the absence of managers’ influence tactics by seeking resources in order to facilitate their own adaptation to organizational changes.
Purpose Drawing on the conservation of resources (COR) theory, this study aims to examine the effects of servant leadership and despotic leadership on employees’ happiness at work (HAW) through job ...crafting. Design/methodology/approach To test the hypothesized relationships, the data were collected from 309 Pakistani employees. Structural equation modeling was used to analyze the data. Findings The findings showed that servant leadership is an optimal leadership style for creating employees’ HAW. In addition, job crafting was found to mediate the effects of servant leadership on employees’ broad-based positive attitudinal outcome (HAW). Moreover, results showed that despotic leadership negatively influences employees’ HAW through job crafting. Originality/value This study is novel as it investigates how newer forms of positive (servant) and negative (despotic) leadership styles influence employees’ multidimensional attitudinal outcome (HAW) via job crafting. By doing so, this research extends the nomological network of servant leadership, despotic leadership, job crafting and HAW.
The aim of this research is to empirically investigate the career adaptability–job embeddedness relation by examining the mediating effect of job crafting using the job demands-resources theory. ...Using survey data from 881 self-initiated expatriates (SIEs) working in multinational companies across the UAE, a mediation model is tested. Structural equation modelling was utilized to assess the proposed hypotheses. The findings show that career adaptability improves job embeddedness. Furthermore, job crafting mediates the career adaptability and job embeddedness relationship. Job crafting and job embeddedness may benefit from high levels of career adaptability. The findings support the mediator effects of job crafting on career adaptability and SIEs’ job embeddedness. This study recommends job crafting as an imperative factor that influences career adaptability and job embeddedness relationships.
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