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How job crafting relates to task performance

Daniela Weseler (Department of Work and Organizational Psychology, University of Erlangen-Nürnberg, Erlangen, Germany)
Cornelia Niessen (Department of Work and Organizational Psychology, University of Erlangen-Nürnberg, Erlangen, Germany)

Journal of Managerial Psychology

ISSN: 0268-3946

Article publication date: 11 April 2016

4738

Abstract

Purpose

The purpose of this paper is to investigate the relation between extending and reducing job crafting behavior, cognitive crafting and task performance.

Design/methodology/approach

Hierarchical regression analyses of data from 131 employee-supervisor pairs were conducted to analyze the differential relations of five job crafting dimensions to self- and supervisor-rated task performance.

Findings

The present study shows that reduction behavior is rated as counterproductive, and extension behavior is rated as productive in terms of task performance by employees themselves. Supervisors rated task performance higher when employees extended their tasks, and lower when they reduced relationships.

Research limitations/implications

Future research should test the hypotheses in a longitudinal setting and should focus processes that moderate the differential job crafting-task performance relationships.

Originality/value

By distinguishing extending and reducing task and relational boundaries and cognitive crafting, the authors give first evidence to possible negative sides of job crafting.

Keywords

Citation

Weseler, D. and Niessen, C. (2016), "How job crafting relates to task performance", Journal of Managerial Psychology, Vol. 31 No. 3, pp. 672-685. https://doi.org/10.1108/JMP-09-2014-0269

Publisher

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Emerald Group Publishing Limited

Copyright © 2016, Emerald Group Publishing Limited

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