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This study aims to investigate how technology characteristics facilitate employees' work meaningfulness through job crafting.

This study applies the survey method and collects data from 357 Chinese participants with the experience of using information technology (IT) at work.

Technology characteristics (i.e. technology reconfigurability and technology customization) enable employees to craft their jobs, contributing to work meaningfulness.

It remains to be seen whether the findings can be generalized to other cultural contexts. This study justifies the positive effects of IT but does not take into consideration the IT factors that might thwart job crafting.

IT is not merely a work tool. It is a contextual component strongly conducive to cultivating work meaningfulness. However, IT itself cannot directly lead to work meaningfulness. Instead, its contribution to job crafting matters.

The literature on the downstream impact of IT has yet to consider the value of IT for job crafting and work meaningfulness. This study verifies that job crafting is the linking mechanism between IT and work meaningfulness.

Based on the affective events and self-concept theories, this study aims to examine the relationship between knowledge sharing system, job crafting, meaningfulness in work and employees' intention to stay with the organization.

In the present study, the authors conducted a time-lagged survey for analyzing the association between knowledge sharing system, job crafting, meaningfulness in work and employees' intention to stay with the organization. The study sample comprises 358 Generation Y employees working in Indian IT organizations. Results were analyzed using Process and Hayes macro process.

The study findings suggest significant relationships between knowledge sharing system, job crafting, meaningfulness in work and intention to stay among Gen Y employees. Moreover, the results demonstrated that knowledge sharing system, directly and indirectly, impacts employees' intention to stay via sequential mediation of job crafting and meaningfulness in work.

In today's era of hyper-competition and “war for talent,” retaining talented professionals has become the topmost priority for organizations. This becomes even more challenging with new generations, Gen Y and Z, entering the workforce driven by entirely different needs compared to earlier generations. Thus, the present study offers an integrated framework that organizational practitioners could utilize to enhance the retention of their young talented professionals.

Despite the emerging interest in the concept of knowledge sharing, few studies investigated the association between knowledge sharing system and intention to stay among Gen Y employees. Also, research still lacks in examining the underlying mechanism of how knowledge sharing system may enhance job crafting and meaningfulness in work, which could fuel Gen Y employees' intention to stay with the organization.

Based on the job characteristics theory (Oldham and Hackman, 2010), the authors highlighted the mediating role of job meaningfulness as a critical psychological state. Employees' positive perception of job meaningfulness could maximize organizational positive outcomes based on task orientation and trustful relationship-based satisfying behaviors. The purpose of this paper is to examine the structural relations among transformational leadership, job characteristics, job meaningfulness and task-related job performance. The conceptual model of this paper is developed based on the theoretical foundations for assessing mediating and moderating path relations among the exogenous and endogenous variables.

Based on the research questions with literature review, the research framework was developed to show the moderated mediating mechanism of the link between transformational leadership and in-role performance. Data analyses for hypothesis testing were conducted by Hayes' PROCESS macro-based hierarchical regression.

Understanding how organizations can optimally design a job based on job characteristics and helping employees maintain psychological states having meaningfulness and responsibility for outcomes are critical. This paper calls attention to how job characteristics and an individual's meaningfulness of work embedded in a given job play a role in influencing job performance.

This study provides a snapshot for examining the job characteristic model on the link between leadership and job performance. By using process analysis (Hayes, 2013), this study examined the moderating role of job characteristics and mediating role of meaningfulness at work in the link of leadership–performance.

The purpose of this paper is to examine the relationship between sense of calling and work meaningfulness with job crafting as a mediator and spiritual leadership as a moderator.

Adopting a three-wave procedure, data were collected from 333 participants across industries from Guangdong province, China.

Results indicate that job crafting partially mediates the relationship between employee sense of calling and work meaningfulness. Moreover, the positive relationship between job crafting and work meaningfulness is more significant when spiritual leadership is high than when it is low. Additionally, spiritual leadership moderates the indirect relationship of sense of calling and work meaningfulness through job crafting such that the indirect effect of sense of calling is stronger when spiritual leadership is high than when it is low.

Based on self-determination theory, this study adds to current literatures examining the importance of sense of calling on a person's career and explores the boundary conditions, which bring desirable outcomes.

The purpose of this paper is to explore the correction mechanism of resilient safety culture on new generation of construction workers (NGCWs)' unsafe behavior and test the multiple mediation effects of job crafting and perceived work meaningfulness based on the context of Chinese construction industry in order to find a new way to effectively correct the NGCWs' unsafe behavior.

A theoretical model of correction mechanism was established based on literature research and theoretical deduction. An empirical study was employed based on confirmatory factor analysis and regression analysis with a sample of 404 NGCWs in China.

The results indicated that resilient safety culture can effectively correct NGCWs' unsafe behavior through job crafting and perceived work meaningfulness. Job crafting and perceived work meaningfulness can play independent and serial mediating roles between resilient safety culture and unsafe behavior.

Research results only represent a short-term law about the correction mechanism of NGCWs' unsafe behavior based on a questionnaire study from China's construction industry. It is necessary to continue to implement a longitudinal study to test it in a relatively long period in future research. The findings also need to be verified based on the young construction workers in other countries.

This study provides a theoretical basis and feasible management reference for construction enterprises in China to correct NGCWs' unsafe behavior from the perspective of resilient safety culture. Furthermore, the construction of resilient safety culture in construction enterprises can help NGCWs better carry out job crafting and perceive the meaning of work.

This paper clarifies the correction mechanism of resilient safety culture on unsafe behavior of NGCWs, and further tests the independent mediating roles and a serial mediating role of job crafting and perceived work meaningfulness between resilient safety culture and unsafe behavior, which fills the research gap about the influence mechanism of resilient safety culture on young construction workers' unsafe behavior and enriches the theoretical system of unsafe behavior correction of construction workers.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Exploring the link between transformation leadership and job performance, the study finds that when job characteristics are low, transformational leaders support employees in finding and creating meaningfulness, improving employee performance.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

A plethora of organizational studies have found employee narcissism to be an unfavorable trait that impedes job functioning. Yet, the elevated confidence and self-assuredness associated with the narcissistic personality can also drive individuals to show initiative behavior. This paper aims to investigate how and when employees with narcissistic personalities can potentially contribute positively to effective functioning.

Data were collected from 91 supervisors and 273 subordinates in a corporate setting in central China. To account for the nesting effects, multilevel path analysis was conducted to test the hypotheses.

Employee narcissism is positively related to psychological ownership, which in turn is positively related to initiative behavior in the workplace. Furthermore, job meaningfulness moderates the indirect effect of employee narcissism on initiative behavior through psychological ownership. Specifically, the indirect effect is more salient when the employee perceives higher, rather than lower, job meaningfulness.

This study examines how employees with narcissistic personalities can show initiative at work. Specifically, this research uncovers the underlying psychological mechanism as well as the boundary condition that facilitate this process. This study affirms the importance of self-determination for narcissistic employees and sheds light on how these employees can potentially contribute positively to effective functioning. Insights for theory, practice and future research are also discussed.

The purpose of this paper is to propose a moderated mediation model to explain how corporate social responsibility (CSR) and ethical leadership influence knowledge sharing and job dedication through the mediating mechanism of positive affective tone and cognitive meaningfulness.

The research hypotheses were empirically tested using a survey of employees from the high-tech industry in Taiwan. The research constructs in this study were measured using five-point Likert scales modified from existing literature. The survey data were empirically analyzed with two-step structural equation modeling (SEM) and regression analysis.

The empirical results of this study reveal that CSR and ethical leadership positively relate to positive affective tone and cognitive meaningfulness. Knowledge sharing is positively affected by positive affective tone whereas job dedication is positively affected by positive affective tone and cognitive meaningfulness. While the relationship between positive affective tone and job dedication is positively moderated by job demand, the relationship between cognitive meaningfulness and job dedication is negatively moderated by job demand.

This study elucidates the ethical influences from organizations (i.e. CSR) and leaders (i.e. ethical leadership) respectively to explain affective and cognitive processes involved in work situations. At the same time, by clarifying the moderating role of job demand, this study provides valuable implications for managers to effectively leverage job demand for increasing employees’ job dedication.

This paper aims to unfold the mediation mechanism of job crafting, through which socially responsible human resource practices (SRHR practices) influence work meaningfulness and job strain among hospitality employees. It also seeks to unravel the moderating effect of authentic leadership on this indirect relationship.

Three survey waves were conducted to collect data from 825 employees and 128 managers from 34 four- or five-star hotels in two major cities in Vietnam. The data were analyzed through structural equation modeling to test the hypothesized relationships.

The results lent credence to the positive relationship between SRHR practices and employees’ meaningfulness of work as well as the negative nexus between SRHR practices and employees’ job strain. These relationships were mediated by employee engagement in job crafting. The results further revealed that authentic leadership functioned as a negative moderator for the impact of SRHR practices on job crafting as well as the indirect effects of SRHR practices on the two employee outcomes via job crafting.

The findings suggest to hospitality organizations that employees may find their work more meaningful and less stressful if they implement SRHR practices to enable them to craft their tasks. Hospitality organizations should also realize the role of authentic behavior among managers in stimulating employee job crafting behavior particularly when SRHR practices are not fully in place.

This study advances the understanding of the mechanisms that translate SRHR practices into hospitality employee outcomes. This work also extends the contingency perspective in the HRM literature by unraveling authentic leadership as a contingency for the impacts of SRHR practices.

The paper aims to focus on underpinning the moderating role of work meaningfulness in alleviating the impact of general job demands on burnout directly and via work–family conflict by drawing on the conservation of resources theory.

Survey methodology was used for this study, using standardized instruments to assess general job demands, meaningfulness, work–family conflict and burnout. The survey was administered to school teachers (n = 800), and the data set was analyzed through SmartPLS 4.0.

This study ascertained that work meaningfulness moderated the relationship between general job demands and burnout. This study also found that general job demands under conditions of low work meaningfulness positively affected burnout through work–family conflict, thereby validating the moderated mediation model.

While several studies have established the relationship between general job demands, work–family conflict and burnout, to the best of the authors’ knowledge, this is the first study that examined the moderating role of work meaningfulness in the relationship, where work meaningfulness has emerged as a suitable moderator in lowering the impact of job demands on burnout via a work–family conflict. This study contributes to the extant literature on work meaningfulness and adds utility to practice.