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The purpose of this paper is to examine the influence of performance management systems (PMSs) and their perceived accuracy on job crafting behaviors via motivation.

By adopting a research design based on three waves, a mediation model was tested using survey data from 12 municipalities in Italy.

Perceived PMS accuracy positively influences “approach” job crafting behaviors through intrinsic motivation and “avoidance” job crafting behaviors through extrinsic motivation.

Organizations interested in promoting job crafting should ensure that PMSs are designed and implemented in a way that increases perceived PMS accuracy among employees.

The results of this study enrich the literature on job crafting by underlining the role of PMSs as an antecedent of job crafting and by clarifying how different motivational processes may intervene in this relationship.

Coworking spaces represent a new, rapidly emerging phenomenon. Available empirical literature is sparse and mostly focused on structural elements, whereas the organizational and behavioral dynamics are still largely understudied. This study aims to explore the idea that coworking users’ proactivity (more specifically, job crafting behaviors) plays a key role in positively influencing creative performance, and that such a relationship is better understood by examining both the mediating role of work meaningfulness and the moderating role of knowledge sharing.

This study is based on survey data from a relevant sample of users in Italian coworking spaces. A mediated-moderated analysis is used.

The “approach” job crafting behaviors have a significant influence on creative performance, via work meaningfulness, whereas this is not true for “avoidance” job crafting behaviors. Knowledge sharing plays a significant moderating role in the former relationship.

The theoretical, practical and social implications discussed help to further the discourse surrounding the relationships between job crafting, creative performance and coworking spaces. This unique work setting enables a variety of value appropriation pathways to be promoted and supported. As such, coworking spaces are also “laboratories” where the future of work organization can be better understood.

This study contributes to the existing coworking spaces literature as it is one of the very few that sheds light on users’ behaviors, and to the best of the authors’ knowledge, the first one to consider job crafting as a relevant variable. It also contributes to the current job crafting literature by helping to clarify why available studies have yielded mixed results in examining the relationship between job crafting and creative performance.

This study aims to explore the effects of performance management systems’ (PMS) perceived accuracy on employees’ motivation. More specifically, this study draws on motivation crowding theory and self-determination theory to hypothesize the relationships between perceived PMS accuracy and intrinsic and extrinsic motivation and introduce two contextual moderating factors: participation in decision-making and task uncertainty.

Data were collected through a questionnaire distributed to a sample of local government employees. Data were collected longitudinally over two measurement waves (T1 and T2), each separated by a four-month lag.

The results revealed that perceived PMS accuracy is positively associated with both intrinsic and extrinsic motivation, and participation in decision-making and task uncertainty both positively moderate the relationship between perceived PMS accuracy and extrinsic motivation.

This study contributes to clarifying the relevance of perceived PMS accuracy and the role played by significant contextual variables and offers recommendations to help design and implement PMS more effectively.

The purpose of this paper is to explore the relationship between job enlargement and some specific job crafting behaviors and to analyze the moderating role of self-competence.

Data were gathered from 158 workers in a large retail company and analyzed through a regression methodology.

Job enlargement is positively related to specific job crafting behaviors, such as increasing structural and social resources. Self-competence does not moderate the relationship between job enlargement and increasing structural resources; however, it does negatively moderate the relationship between job enlargement and increasing social resources.

This is a cross-sectional, single source study.

Organizations may implement job design policies aimed at facilitating the way workers proactively craft their jobs (increasing social and structural resources) by promoting a collaborative organizational culture and decreasing the social costs of job crafting initiatives.

This study clarifies the role of contextual and personal antecedents to job crafting. More specifically, it shows that enlarged jobs and employees’ level of self-competence may significantly influence employees’ job crafting in the workplace.