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Article
Publication date: 17 January 2020

Xiaojun Li and Yoshiaki Takao

The purpose of this study is to examine the predictive effects of social context and its interaction effects with individual differences on job crafting behaviors…

Abstract

Purpose

The purpose of this study is to examine the predictive effects of social context and its interaction effects with individual differences on job crafting behaviors. Specially, this paper draws on the purposeful work behavior theory to outline how the four social characteristics (social support, interdependence, interaction outside the organization and feedback from others) and the moderation effects of neuroticism predict task crafting, relational crafting and cognitive crafting.

Design/methodology/approach

The current study examined four social characteristics as antecedents of job crafting behaviors. The moderating effects of neuroticism were explored as well. By conducting a three-wave survey, the authors received a sample of 253 full-time incumbents in Japan. The data analysis used multiple regressions by using R language. Correlational and moderated regression analyses were performed to test this study’s hypotheses.

Findings

Empirical analysis of this study’s data shows some initial support for the application of the purposeful work behaviors theory to job crafting. The findings indicate that all four social characteristics promoted particular job crafting behaviors. Neuroticism was a significant moderator for the relationships between social support, interaction outside the organization, feedback from others and relative job crafting dimensions. The current study extends existing models of job crafting.

Originality/value

The current study makes significant theoretical contributions for both work design and job crafting literature. The present framework enriches our understanding of job crafting by demonstrating a picture of a moderated model between social characteristics and job crafting by uncovering the moderator – neuroticism. This study’s findings also contribute to managerial practices. Managers should build a supportive context and provide interdependence, interactions outside the organization and interpersonal performance feedback. To motivate employees with different personalities, offering different social context is necessary.

Details

International Journal of Organizational Analysis, vol. 28 no. 4
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 19 March 2018

Haemi Kim, Jinyoung Im, Hailin Qu and Julie NamKoong

This study aims to investigate the conditions required for encouraging employees to engage in job crafting and examine the consequences of job crafting behavior. Job…

Abstract

Purpose

This study aims to investigate the conditions required for encouraging employees to engage in job crafting and examine the consequences of job crafting behavior. Job crafting is employees’ proactive behaviors at work associated with modifying tasks, managing social relations and changing job cognition.

Design/methodology/approach

A paper-and-pencil onsite survey was conducted by targeting frontline employees working in five-star hotels located in Seoul, South Korea. Descriptive statistics, confirmatory factor analysis and structural equation modeling were used.

Findings

Perceived organizational support triggers employees’ job crafting. Task crafting leads to relational and cognitive crafting. Relational and cognitive crafting increases employees’ fit with the organization, whereas task crafting does not. Employees’ fit with the organization is positively associated with job satisfaction.

Research limitations/implications

Employees’ job crafting has positive consequences for a company by enhancing employees’ fit with the organization, resulting in increased job satisfaction. Thus, organizations need to show how much the organization cares about employees’ values, so that employees can initiate job crafting by utilizing organizational support. However, generalizing the results should be done cautiously.

Originality/value

This study focuses on the effect of an organizational-level predictor, whereas previous job crafting literature has focused mainly on an individual level or on task-related factors. It also empirically tests the causal relationships among the three facets of job crafting and provides their distinctive influences on person-organization fit that ultimately leads to job satisfaction.

Details

International Journal of Contemporary Hospitality Management, vol. 30 no. 3
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 11 April 2016

Daniela Weseler and Cornelia Niessen

– The purpose of this paper is to investigate the relation between extending and reducing job crafting behavior, cognitive crafting and task performance.

Abstract

Purpose

The purpose of this paper is to investigate the relation between extending and reducing job crafting behavior, cognitive crafting and task performance.

Design/methodology/approach

Hierarchical regression analyses of data from 131 employee-supervisor pairs were conducted to analyze the differential relations of five job crafting dimensions to self- and supervisor-rated task performance.

Findings

The present study shows that reduction behavior is rated as counterproductive, and extension behavior is rated as productive in terms of task performance by employees themselves. Supervisors rated task performance higher when employees extended their tasks, and lower when they reduced relationships.

Research limitations/implications

Future research should test the hypotheses in a longitudinal setting and should focus processes that moderate the differential job crafting-task performance relationships.

Originality/value

By distinguishing extending and reducing task and relational boundaries and cognitive crafting, the authors give first evidence to possible negative sides of job crafting.

Details

Journal of Managerial Psychology, vol. 31 no. 3
Type: Research Article
ISSN: 0268-3946

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Abstract

Details

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

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Article
Publication date: 14 August 2017

Won-Moo Hur, Yuhyung Shin, Seung-Yoon Rhee and Hyosun Kim

The purpose of this paper is to examine the relationship between employees’ perceptions of organizational virtuousness and task crafting, and to test the mediating roles…

Abstract

Purpose

The purpose of this paper is to examine the relationship between employees’ perceptions of organizational virtuousness and task crafting, and to test the mediating roles of organizational identification and work engagement in this relationship.

Design/methodology/approach

The authors collected questionnaires from 175 Korean flight attendants and conducted structural equation modeling analyses.

Findings

Employees’ perceptions of organizational virtuousness were positively associated with task crafting. While organizational identification was not solely responsible for mediating this relationship, it intervened in the relationship between organizational virtuousness perceptions and task crafting by affecting work engagement.

Research limitations/implications

While this study provides important insights into the roles of organizational virtuousness, organizational identification, and work engagement in promoting task crafting, the use of self-reported, cross-sectional data limits causal inferences between variables.

Practical implications

Based on the present findings, managers can better understand the antecedents and mediating processes affecting employees’ task crafting.

Originality/value

This study adds value to the positive organizational psychology literature by revealing crucial intermediary processes linking organizational virtuousness perceptions and task crafting, thus suggesting reciprocity and social identity-based motivation as potential underlying mechanisms of task crafting.

Details

Career Development International, vol. 22 no. 4
Type: Research Article
ISSN: 1362-0436

Keywords

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Book part
Publication date: 13 July 2017

Vishal Rana, Peter J. Jordan, Zhou Jiang and Herman H. M. Tse

Job design researchers advocate that jobs should be interesting, that is they should involve tasks that are meaningful and have significance. However, all jobs contain…

Abstract

Job design researchers advocate that jobs should be interesting, that is they should involve tasks that are meaningful and have significance. However, all jobs contain tasks that may be meaningful and significant and essential to organizations’ operation but not enjoyed by the employee. We refer to these tasks as non-preferred work tasks (NPWT). In this chapter, we draw on Conservation of Resources (COR) Theory to develop a conceptual model proposing that the intensity and frequency of non-preferred work tasks reduces employees’ propensity to engage in extra-role discretionary work behavior, and that job crafting and emotional state moderate this relationship.

Details

Emotions and Identity
Type: Book
ISBN: 978-1-78714-438-5

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Article
Publication date: 8 February 2021

Augustine Ebuka Arachie, Emmanuel Kalu Agbaeze, Hope Ngozi Nzewi and Emmanuela Obianuju Agbasi

The frequent turnover of academic instructors (lecturers) to other organizations and countries despite the autonomies their job offer them necessitated; this study aims to…

Abstract

Purpose

The frequent turnover of academic instructors (lecturers) to other organizations and countries despite the autonomies their job offer them necessitated; this study aims to examine the relationship between job crafting (JC) and embeddedness of lecturers to their jobs.

Design/methodology/approach

A survey research design was adopted. This study is carried out in the south-east region of Nigeria. The population of the study consisted of 8,051 academic staff of six randomly selected public universities in the region and a sample size of 367 was determined using Krejcie and Morgan (1970) formula. The primary and secondary source of data were used in data collection and were analysed using regression analysis at a 5% level of significance.

Findings

Result revealed that task crafting has a statistically significant positive relationship with employee job fit (r = 0.949, R2 = 0.900, F = 2699.473, p-value < 0.05), that relational crafting has a statistically significant positive influence on employee links (r = 0.982, R2 = 0.964, F = 8112.281, p-value < 0.05) and that there is a statistically significant positive correlation between cognitive crafting and sacrifice links (r = 0.962, R2 = 0.926, F = 3729.900, p-value < 0.05).

Practical implications

This study’s practical implication is that it will aid in making academics in Nigeria embedded in their jobs by encouraging them to craft their jobs so as to give them more meaning. In the field of research, this study helps to close the literature gap existing in JC and the role it plays in embedding academics in their jobs, hence, opening up a whole new research area with empirical data to back it up. For management, the study will help in knowing how to appropriately harness the potential of JC in making employees more engaged in their jobs.

Originality/value

Many studies have been carried out in the past in areas of JC and employee performance, non to the best knowledge of the researchers has been extended to studying JC as it relates to the embeddedness of academics to their jobs in Nigeria, this study is, therefore, a new addition to academic literature in this area.

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Book part
Publication date: 16 September 2019

Davide de Gennaro

Abstract

Details

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

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Book part
Publication date: 16 September 2019

Davide de Gennaro

Abstract

Details

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

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Article
Publication date: 6 March 2020

Hai-jiang Wang, Xiao Chen and Chang-qin Lu

Career dissatisfaction can be defined as an unpleasant or a negative emotional state that results from the appraisal of one’s career. This negative affective appraisal…

Abstract

Purpose

Career dissatisfaction can be defined as an unpleasant or a negative emotional state that results from the appraisal of one’s career. This negative affective appraisal might motivate an individual to take actions to improve the situation. This paper examines career dissatisfaction as a trigger for employee job crafting in terms of altering the task and the relational boundaries of the work.

Methodology/methodology/approach

The paper further theorizes that employee contextual resource (i.e., job social support) and personal resource (i.e., occupational self-efficacy) will interact with career dissatisfaction to result in job crafting. Two-wave data were collected from a sample of 246 Chinese employees.

Findings

As hypothesized, employees with career dissatisfaction exhibited the highest levels of task and relational job crafting when they received adequate support from coworkers and supervisors and were confident about their occupational abilities.

Originality/value

The findings suggest that under certain conditions employee career dissatisfaction could be transformed into proactive work behavior (i.e., job crafting).

Details

Career Development International, vol. 25 no. 4
Type: Research Article
ISSN: 1362-0436

Keywords

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