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This study aimed to investigate the mechanisms of knowledge brokering and role crafting structures that promote the active engagement of older workers at work.

The respondents were workers in Japan aged 55–64 years. A two-wave panel survey was conducted. The first and second survey waves included 1,527 and 1,467 respondents, respectively.

The results showed that knowledge brokering positively influenced work engagement directly and indirectly. In the three dimensions of role crafting, cognitive and task crafting had a positive effect on work engagement.

This study focused on older workers in Japan. Therefore, it is necessary to verify whether the same effect is observed in countries other than Japan or among younger workers.

On an individual level, older workers should aim to keep acquiring new information inside and outside the organisation. On an organisational level, it is effective to increase opportunities for older workers to craft their work according to the socioemotional selectivity and selection optimisation and compensation theories.

This study reveals that knowledge brokering and cognitive crafting in role crafting have an important influence on the work engagement of older workers. Additionally, this study clarifies the impact of job crafting on older workers not only from the perspective of resource crafting to achieve person-job fit but also from the perspective of reframing perceptions through cognitive crafting in role crafting. These findings enable a clearer understanding of the relationship between role crafting and knowledge brokering, as well as the socioemotional selectivity and selection optimisation and compensation theories.

The purpose of this study is to offer a model explicating telework as a dynamic process, theorizing that teleworkers continuously adjust – their identities, boundaries and relationships – to meet their own needs for competence, autonomy and relatedness in their work and nonwork roles.

This study uses the lens of job crafting to posit changes teleworkers make to enhance work-nonwork balance and job performance, including time-related individual differences to account for contingencies in dynamic adjustments. Finally, this study discusses how feedback from work and nonwork role partners and one’s self-evaluation results in an iterative process of learning to telework over time.

This model describes how teleworkers craft work and nonwork roles to satisfy needs, enhancing key outcomes and eliciting role partner feedback to further recraft telework.

The propositions can be translated to hypotheses. As such the dynamic model for crafting telework can be used as a basis for empirical studies aimed at understanding how telework adjustment process unfolds.

Intervention studies could focus on teleworkers’ job crafting behavior. Organizations may also offer training to prepare employees to telework and to create conditions under which teleworkers’ job crafting behavior more easily translates into need satisfaction and positive outcomes.

Many employees would prefer to work from home, at least partly, when the COVID-19 crisis is over. This model offers a way to facilitate a smooth transition into this work mode while ensuring work nonwork balance and performance.

Most telework research takes a static approach to focus on the work–family interface. This study proffers a dynamic approach suggesting need satisfaction as the mechanism enabling one to combine work and domestic roles and delineating how feedback enables continuous adjustment in professional and personal roles.

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.

To test the hypothesized relationships, the data were collected from 309 Pakistani employees. Structural equation modeling was used to analyze the data.

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.

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.

No systematic review has previously been dedicated to comprehensively investigate predictors of well-being and ill-being in working contexts. Empirical studies have vastly associated well-being as the result of autonomous motivation and basic psychological needs satisfaction, while frustration results in ill-being. The purpose of this study is to integrate the variables identified in empirical studies associated with the occurrence of the phenomena, individual/organizational features and consequences associated with workers' well-being/ill-being.

This systematic review includes 44 empirical studies published up to February 2021. Findings are summarized based on quantitative analysis of the evidence.

Results reinforce the role of self-determined motivation and needs satisfaction in promoting well-being, while amotivation and needs frustration led to ill-being. Besides, they indicate that ill-being can both lead to negative consequences and diminish positive work outcomes. Findings also revealed that: integrated motivation does not seem to be empirically distinct from intrinsic and identified motivation in promoting well-being; introjected motivated behaviors may be less harmful to psychological health than externally oriented ones; the relationship between external motivation and well-being/ill-being requires prospective investigations; and amotivation seems to have a detrimental effect in workers' psychological health.

Results provide practical information for HRM practitioners to design work environments and practices that promote employees' psychological health.

An unprecedented framework that aggregates empirical findings regarding the antecedents, predictors and consequences of ill-being/well-being in working contexts is presented.

While women are increasingly in senior positions in accountancy firms, a century after gaining entry to this once exclusively male field, they are still struggling to achieve career success. The concept of possible selves and a model of career crafting are activated in an analysis of how a set of New Zealand professional accountants have pursued their careers. This paper aims to focus on how people actively craft career selves in the context of organisational and gendered constraints, some of which are self-imposed, and therefore, can be modified and revised.

Interviews with 36 male and female accounting professionals in New Zealand – 21 working in private firms and 15 in academia identify how careers are shaped by contexts, cultural understandings of gender, organisational structures within which accountants are located and wider environmental factors.

Women accountants in this study are both agential and responsive to a range of constraints they encounter. These women challenge the notion that professional achievement requires single minded allegiance to a career; their strategic career crafting demonstrates how career and family commitments are not irreconcilable but can be skilfully integrated to nurture multiple selves. Their strategies are considered alongside those of a comparable set of male accountants.

This paper contributes to the literature on possible selves and the complexity of gendered lives through the application of a career crafting matrix to explore how accounting professionals forge careers and construct multiple selves.

This study aims to explore how individual personal growth initiative (PGI) mediates the relationship between a positive error orientation and job crafting. Furthermore, it explores the moderating role of the feedback from the leader in this relationship.

Data was collected through a survey conducted on 209 international employees from multiple occupations.

A positive error orientation is indirectly related to job crafting through its relationship with PGI. Also, feedback from leadership has a negative effect on the relationship between a positive error orientation and PGI. Indeed, the mediation effect of PGI on the relationship between a positive error orientation and job crafting loses significance when the leadership feedback is high.

As far as job crafting is concerned, it is essential to develop an error management culture to promote proactive behaviors among individuals.

Although the literature tends to highlight the positive effects of receiving feedback from the leader on employee’s professional development, this paper highlights the potential detrimental effects of leader feedback on PGI, therefore opening a new interesting area that demands attention.