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Article
Publication date: 18 July 2018

Hongxia Li and Xiugang Yang

The argument that work engagement enhances job performance has gained wide acceptance among practitioners and human resources management literature. There is consensus in…

Abstract

Purpose

The argument that work engagement enhances job performance has gained wide acceptance among practitioners and human resources management literature. There is consensus in management literature that job crafting can affect work engagement. The concept of callings from theology has been resurrected in job behavior and continues to garner growing attention from practitioners in recent years. However, few studies examine how and why living a calling influence job crafting and work engagement. The purpose of this paper is to examine the relationships between living a calling, job crafting and work engagement for knowledgeable employees through questionnaires.

Design/methodology/approach

The part-time MBA students were asked to reflect on present jobs. In total, 390 effective questionnaires were collected from part-time MBA students of four universities in Chongqing, China for finance, administration, manufacturing, service, technology, medication, education and others. Results were analyzed using SPSS and Amos. The measurement scale is given in Appendix.

Findings

First, the author explicitly proposes and validates the direct relationship between living a calling and job crafting. Second, this study confirms that crafting challenging job demands are significant to vigor subdimension and dedication subdimension of work engagement, whereas crafting challenging job demands not significant to absorption subdimension of work engagement. Third, this study indicates that crafting hindering job demands are nonsignificant to vigor, dedication and absorption about three subdimensions of work engagement. Fourth, this study showed living a calling can enhance work engagement for employees. Fifth, this study finds three groups (eight items) of mediation effect between living a calling, job crafting and work engagement.

Practical implications

These insights may help managers to focus on living a calling and encourage beneficial job crafting behaviors in China. The sample is original and has the potential to contribute to debate on work life balance and particularly the meaning of work/careers in China.

Social implications

This study is an interesting revisit to the old workplace sociology and organizational psychology which has become somewhat neglected these days.

Originality/value

This study has provided insight in the relationships between living a calling, job crafting and work engagement.

Details

Journal of Chinese Human Resource Management, vol. 9 no. 2
Type: Research Article
ISSN: 2040-8005

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Article
Publication date: 11 May 2015

Veerle Brenninkmeijer and Marleen Hekkert-Koning

The purpose of this paper is to examine relationships between regulatory focus, job crafting, work engagement and perceived employability. Regulatory focus theory…

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3524

Abstract

Purpose

The purpose of this paper is to examine relationships between regulatory focus, job crafting, work engagement and perceived employability. Regulatory focus theory distinguishes between promotion-focused individuals, who strive for growth and development, and prevention-focussed individuals, who strive for security. Job crafting refers to changes that individuals make in their work to meet their own preferences and needs. It was expected that job crafting would mediate associations between promotion focus and work-related outcomes.

Design/methodology/approach

Questionnaires were collected among 383 registered candidates from a consultancy organization for recruitment, assessment and coaching that operates within the branches pharmacy, medical devices, food, and healthcare. Results were analyzed using structural equation modeling.

Findings

Crafting structural and social resources were positively related to work engagement and employability, whereas negative relationships were found for crafting hindering demands. Promotion focus was associated with crafting resources and challenging demands, while prevention focus was associated with crafting hindering demands. Job crafting also mediated some of the relationships between promotion focus, prevention focus and work outcomes.

Research limitations/implications

This study provided insight into possible antecedents and outcomes of job crafting. Unfortunately, this study used a cross-sectional design.

Practical implications

These insights may help managers to encourage beneficial job crafting behaviors, while taking individuals’ foci into account.

Originality/value

This study has provided insight in the relationships between regulatory focus, job crafting, work engagement, and perceived employability.

Details

Career Development International, vol. 20 no. 2
Type: Research Article
ISSN: 1362-0436

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Article
Publication date: 3 April 2018

Mansi Rastogi and Richa Chaudhary

The purpose of this paper is to examine the role of job crafting behaviors in predicting work-family enrichment. It is hypothesized that employees who are able to adjust…

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2640

Abstract

Purpose

The purpose of this paper is to examine the role of job crafting behaviors in predicting work-family enrichment. It is hypothesized that employees who are able to adjust their work environment proactively by increasing structural and social job resources, increasing challenging job demands and decreasing hindering job demands would be more engaged and experience work-family enrichment.

Design/methodology/approach

The sample for the study consisted of 496 employees working in diverse nature of organizations in India. Structural equation modeling with the help of SPSS AMOS 20 was used for testing the study hypotheses.

Findings

The results reveal a strong relationship between job crafting and work-family enrichment experiences among employees. The study also established the role of work engagement as a mediator of the relationship between job crafting and work-family enrichment.

Research limitations/implications

The study significantly advances the underdeveloped literature on work-family enrichment by establishing job crafting as a predictor and illuminating the underlying psychological processes in a non-western collectivist culture. The study also contributes to theory building around the construct of job crafting which is still in its infancy.

Practical implications

The practitioners are encouraged to provide opportunities, support and freedom for job crafting to their employees for better work and home outcomes.

Originality/value

The present study is one of the pioneer attempts to examine how employees themselves can influence work-family enrichment by enhancing their work engagement using job crafting.

Details

Personnel Review, vol. 47 no. 3
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 13 May 2019

Bilal Afsar, Mariam Masood and Waheed Ali Umrani

The purpose of this paper is to examine the effect of transformational leadership on an employee’s innovative work behavior through job crafting. In addition, the study…

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3462

Abstract

Purpose

The purpose of this paper is to examine the effect of transformational leadership on an employee’s innovative work behavior through job crafting. In addition, the study explores the moderating effect of knowledge sharing behavior in the relationship between transformational leadership and innovative work behavior.

Design/methodology/approach

A quantitative and cross-sectional approach was used to collect data. Data were collected from 325 subordinates and 126 supervisors working in the hotel industry. Subordinates were asked to rate transformational leadership style of their respective supervisors and their own job crafting and knowledge sharing behaviors. Supervisors were asked to rate innovative work behavior of their respective subordinates.

Findings

The results showed that job crafting behaviors (increasing structural job resources, increasing social resources and increasing job challenges) mediated the effect of transformational leadership on an employee’s innovative work behavior. Moreover, knowledge sharing moderated the relationship between transformational leadership and innovative work behavior.

Practical implications

Organizations may reap the benefits of an innovative workforce by selecting, nurturing and developing transformational leaders who facilitate employees to proactively craft a challenging and resourceful work environment.

Originality/value

This is the first study to test the mediating effect of job crafting behaviors on the relationship between transformational leadership and innovative work behavior.

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Article
Publication date: 2 December 2021

Fabiana Queiroga, Gabriel Carvalho Franco, Felipe Valentini and Érika G.S.A. Andrade

Effort by managers and academics have been applied to understand elements that improving organizational performance and results. This study aims to analyze the…

Abstract

Purpose

Effort by managers and academics have been applied to understand elements that improving organizational performance and results. This study aims to analyze the relationship among job performance, job crafting, work complexity and learning support. The authors conducted a cross-sectional survey in a study with a regression hierarchical (i.e. multilevel) design.

Design/methodology/approach

Sample included 530 respondents of both sexes with ages ranging from 17 to 68 (M = 33.9; SD = 9.75). Participants were employees from 53 public and private organizations located in the Southeast of Brazil. They answered the scales: General Self-Assessment Scale of Job Performance, Job Crafting Behaviors, Learning Support and Subjective Task Complexity.

Findings

The results indicated that variance in job performance due to the differences among the organizations and learning support can explain 22% of variance at this level. Job crafting explained 22% of the job performance variance at level 1 (worker). It is concluded that the development of actions concerning job crafting and the relationship with the work context predict performance at work. Thus, the authors highlight the importance of maintaining individual-focused management practices, meaning that focusing on workers development promotes good results at the organization.

Originality/value

Results revealed practical implications through individual performance considered in a multilevel perspective both in Levels 1 and 2, which is not the most common for this variable. They could be especially important in scenarios that will demand adaptability and work modification, as the actual ones were observed in the contemporary world of work.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 6 December 2019

Jeong Won Lee and Youjeong Song

Despite receiving much attention in recent job design literature, job crafting research has neglected motivational and multilevel perspectives, limiting the understanding…

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1374

Abstract

Purpose

Despite receiving much attention in recent job design literature, job crafting research has neglected motivational and multilevel perspectives, limiting the understanding of how to foster employee job crafting. Drawing on job crafting and self-determination theory, the purpose of this paper is to explore individual- and team-level predictors and the mechanisms involved in employees’ job change behaviors. The authors propose that employees’ intrinsic motivation and two team-level properties – team knowledge sharing and trust – have important roles to play.

Design/methodology/approach

The multilevel data were collected from 311 employees from 62 work teams in Korean companies. Hierarchical linear modeling analysis was used. A supplementary data collected from 162 individuals working in the USA were used for analysis.

Findings

The results showed that intrinsic motivation and team knowledge sharing are positively related to job crafting. In addition, intrinsic motivation mediated the relationship between team knowledge and individual job crafting. Finally, team trust was shown to play a cross-level moderating role, strengthening the positive relationship between employees’ intrinsic motivation and job crafting.

Originality/value

Applying motivational and multilevel perspectives, this paper uncovers the roles of individual motivation and team context in fostering employee job crafting. This study helps to extend the theoretical domains of job crafting and provides practical insights into how to promote employees’ job crafting.

Details

Personnel Review, vol. 49 no. 3
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 12 September 2016

Philipp Wolfgang Lichtenthaler and Andrea Fischbach

The purpose of this paper is to examine how promotion- and prevention-focussed job crafting impacts the motivation of older employees to continue working beyond retirement…

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3032

Abstract

Purpose

The purpose of this paper is to examine how promotion- and prevention-focussed job crafting impacts the motivation of older employees to continue working beyond retirement age. The authors hypothesized that promotion-focussed job crafting (i.e. increasing social and structural job resources, and challenging job demands) relates positively and prevention-focussed job crafting (i.e. decreasing hindering job demands) relates negatively with motivation to continue working after reaching the official retirement age, and that these relationships are sequential mediated by work sense of coherence and burnout.

Design/methodology/approach

Data from 229 older employees (mean age=55.77) were analyzed using structural equation modeling.

Findings

Promotion-focussed job crafting was positively and prevention-focussed job crafting was negatively related with employees’ work sense of coherence, which was predictive of employees’ burnout, which in turn was predictive of motivation to continue working beyond retirement age.

Research limitations/implications

Despite the cross-sectional study design, the results unfold how promotion- and prevention-focussed job crafting are related with motivation to continue working beyond retirement age through work sense of coherence and burnout.

Practical implications

Given today’s aging and shrinking workforce, older employees working beyond their official retirement age are a necessity for organizations’ functional capability. The results suggest that organizations should encourage employees’ promotion-focussed job crafting and limit prevention-focussed job crafting. Promotion-focussed job crafting facilitates employees’ work sense of coherence, which keeps them healthy and motivates older employees to continue working beyond retirement age.

Originality/value

This study adds to the literatures on job crafting and motivation to continue working beyond retirement age and explicates intervening processes in this relationship.

Details

Career Development International, vol. 21 no. 5
Type: Research Article
ISSN: 1362-0436

Keywords

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Abstract

Details

Job Crafting
Type: Book
ISBN: 978-1-83867-222-5

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Article
Publication date: 7 December 2020

Sanjeet Kumar Sameer and Pushpendra Priyadarshi

This study examines the role of Big Five personality traits namely openness to experience, conscientiousness, extraversion, agreeableness and neuroticism in…

Abstract

Purpose

This study examines the role of Big Five personality traits namely openness to experience, conscientiousness, extraversion, agreeableness and neuroticism in regulatory-focused job crafting, i.e. promotion- and prevention-focused job crafting and their inter-relationships.

Design/methodology/approach

Survey data collected from 444 executives of Indian public sector energy companies were analysed using structural equation modelling.

Findings

Big Five personality traits differentially influence individuals' ways of managing job demands through promotion- and prevention-focused job crafting. These influences are easily identifiable in case of openness to experience, conscientiousness and neuroticism.

Practical implications

Findings of the study may help organizations in developing an effective recruitment, job designing and job allocation process, devise a framework for uncertainty management, encourage their employees to undertake personality-aligned job crafting to manage their ever-emerging jobs and enhance person–job fit.

Originality/value

This study, for the first time, provided a comparative influence of Big Five personality traits on both forms of regulatory-focused job crafting. These findings may be relevant for job demand management in a dynamic business environment.

Details

South Asian Journal of Business Studies, vol. 10 no. 3
Type: Research Article
ISSN: 2398-628X

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Article
Publication date: 4 December 2018

Mohammed Yasin Ghadi

Job crafting is recently argued to have five dimensions (Nielsen et al., 2017): increasing challenging demands, decreasing social demands, increasing social job resources…

Abstract

Purpose

Job crafting is recently argued to have five dimensions (Nielsen et al., 2017): increasing challenging demands, decreasing social demands, increasing social job resources, increasing quantitative demands and decreasing hindrance demands. The purpose of this study aimed to investigate the psychometric properties and construct validity of the five-factor model of job crafting, introduced by using a sample of Jordanian university employees.

Design/methodology/approach

A pre-determined survey on was used. Accordingly, 513 professional workers in several universities completed the survey. Cronbach’s alpha was used to assess the internal consistency of the scale, whereas series of confirmatory factor (CFA) analysis and exploratory factor analysis (EFA) were conducted to assess the scale’s factorial and discriminant validity. Other tests were also conducted.

Findings

As predicted, the proposed model best fit the data. Statistical analysis yielded several findings. First, the results of the reliability test revealed that the five sub-scales of job crafting had significant and sufficiently strong internal consistencies. Second, the results showed that the 15 items loaded significantly with a factor loadings more than 0.50. Third, the CFA results confirmed that the five-factor model best fitted the data in comparison to the one-factor model. Finally, the construct validity of JCRQ-15 was confirmed through its correlation with several validating variables.

Research limitations/implications

Some limitations need to be addressed. First, the sample came from participants working in specific Jordanian universities which may limit the generalization that could be made from the results to other occupations. Second, due to the cross-sectional design of the present study, the question remains whether the JCRQ-15 are stable overtime. Third, the common methods bias might be a problem because it is one of the main sources of measurement error in validation studies using self-reported scales.

Originality/value

The present study provided an early supportive evidence for the use of the JCRQ-15 as a valid measure of job crafting in the Jordanian context.

Details

International Journal of Organizational Analysis, vol. 27 no. 1
Type: Research Article
ISSN: 1934-8835

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