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Acknowledging the significance of perceived organizational support (POS) for employees’ performance, this study aims to examine the underlying mechanism of task performance in a COVID-19 pandemic-induced blended working (TPBW) environment and the role of perceived usefulness of digitalization (PUDBW) in the process.

Survey data collected from 204 managers of Indian public sector undertakings pursuing blended working for the first time were analyzed using structural equation modelling. A qualitative study on 31 such managers was also performed.

Although employees perceived an improvement in POS, PUDBW and TPBW (during the COVID pandemic) in comparison to the pre-COVID time when traditional work design was operational, yet the improvement in task performance was not directly influenced by POS. POS had a positive effect on PUDBW, which in turn positively affected TPBW. PUD acted as a mediator. A negative moderation effect of POS on the relationship between PUDBW and TPBW was found.

Findings of the study may help organizations and policymakers to focus on key enablers, such as organizational support and relevant digital initiatives, for ensuring better task performance by their employees during a blended working environment, even in difficult times as the COVID-19 pandemic.

This study, for the first time, examined the proposed relationships in a new work setting of blended working and explained the underlying mediation and moderation mechanisms in their relationships.

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.

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

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.

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.

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.

This paper examines the relationships between regulatory-focused job crafting, i.e. promotion- and prevention-focused job crafting, person-job fit and internal employability and explores the direct and underlying mediation process using conservation of resources and job demands-resources theories.

Survey data collected from 425 executives of India based public sector enterprises were used to test hypotheses.

Promotion- and prevention-focused job crafting respectively had a contrasting relationship with needs-supplies fit. The relationship with demands-abilities fit was statistically significant only in the case of prevention-focused job crafting. These two job crafting forms respectively had a positive and a negative effect on internal employability, both directly as well as indirectly through person-job fit.

Employees can pursue promotion-focused job crafting and avoid prevention-focused job crafting to improve their person-job fit as well as internal employability which subsequently may have multiple favourable outcomes at an organizational and individual level.

The study, for the first time, empirically investigates the differential role of individuals' efforts in the form of promotion- and prevention-focused job crafting, in influencing internal employability and explains its underlying mechanism through person-job fit. These interrelationships may have important implications for employees' job demand management process and job choices.