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This study aims to unravel the role of teams’ job crafting in translating responsible leadership into their customer relationship performance.

The data were gathered from 87 managers and 608 employees from tour companies. The data analysis was performed via multilevel structural equation modeling.

The results demonstrated that crafting of team tasks played a mediating role for the link of responsible leadership to the team’s customer relationship performance. Task interdependence, outcome interdependence and their interaction attenuated the influence of responsible leadership on collective job crafting.

The results suggest that tourism managers can enhance customer relationship performance of their team through training and development of responsible leadership, encouraging team members’ crafting of team tasks, as well as enhancing outcome and task interdependence.

This research expands the literature by identifying how and when responsible leadership promotes team customer relationship performance in tourism companies.

Irrespective of the importance of collective job crafting for team performance, its antecedents have not been fully comprehended. Drawing upon social cognitive theory, this study proposes that sales managers’ charismatic leadership interacts with collective proactive personality in predicting collective job crafting, which in turn influences sales teams’ customer relationship performance and financial performance.

Data were collected from 481 sales employees and 64 sales managers from 64 sales departments of tour companies. These multi-source data were analyzed through structural equation modeling.

The findings revealed that charismatic leadership was positively associated with sales teams’ collective job crafting, which was in turn positively related to sales teams’ customer relationship performance and financial performance. Collective proactive personality negatively moderated the impact of charismatic leadership on collective job crafting.

This study advances the extant knowledge by identifying the role of collective job crafting in translating charismatic leadership into sales teams’ performance.

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.

This study's goal is to look at how visitors' experiences affect the indirect links between the destination's extrinsic motivations (DEMs) and tourists' intrinsic motives (TIMs), on the one hand, and the perceived destination image (PDI), on the other.

Using structural equation modeling, 613 tourists from different nationalities were used to test the five hypotheses.

The research results revealed that second-order destinations' extrinsic motivations directly impact TIM and PDI. It also showed that tourists' experiences as moderators reduce the direct effect of DEM on PDI for first-time visitors compared to repeat visitors. Moreover, it increases the direct effect of TIM on PDI for repeated visitors.

Destination managers can fix the problems that hurt their reputations and images by hiring police officers in tourist areas and cleaning tourist places. In the same way, destination managers and travel agencies should use AI tools to create social media marketing campaigns focusing on natural and historical monuments. Also, the marketing plans should stress the value for money (for example, lodging, food and attractions’ cost). Finally, destination marketers can make programs for repeat visitors, focusing on DEM and TIM.

This article tries to fill a gap in the research on PDI formation in emerging markets as a modern technique in destination marketing by using the push-intrinsic and pull-extrinsic theories. It also looks at how the tourists' experiences moderate the direct link between DEM, TIM and PDI. Lastly, this study examines how TIM affects a destination's image in emerging markets.

Research on the relationship between high job satisfaction human resources (HR) practices and work-related outcomes at the individual level rarely focuses on job crafting and levels of job passion. To fill this knowledge gap, we show how the relationships between perceived job passion by employees and the availability of HR practices and job satisfaction can vary in job crafting. Based on the job demands–resources (JD-R) perspective, this study was conducted primarily to test the effect of job crafting on the relationship between job passion and job satisfaction. Within the scope of the study, the mediator and moderator role of job crafting between these variables was investigated. The study was collected from 790 people working as blue collars in companies operating in the field of industry in Turkey by survey method. According to the findings of the study, it was observed that job crafting affects job satisfaction in the same direction. In addition to these, the partial mediator and moderator role of job crafting has been observed in the effect of job passion on job satisfaction. Considering these results, it has been observed that the passion for work of blue-collar employees affects job satisfaction. When job crafting is added to this effect, the intensity, strength, and direction of the effect between two variables can change. As a result of the study findings, it has been shown that managers and especially HR managers will strengthen the effect between job crafting and job satisfaction by ensuring the passion of blue-collar individuals.

Taking attribution theory as an overarching framework, the study aims to examine how employees attribute and respond to a colleague's approach crafting.

Two complementary studies, including a scenario experiment (Study 1; N = 114) and an online survey (Study 2; N = 220), were conducted to test the hypothesized model.

Study 1 found support for the attribution of a prosocial motive to approach crafting, which in turn led to more social support and less social undermining among observers. This mediation was stronger when the job crafter was perceived as less other-oriented. Study 2 replicated the findings of Study 1 and further showed that when observers attributed both high impression management and prosocial motives to approach crafting, the positive relationship between their prosocial motive attribution and social support for the job crafter got weakened, while the negative relationship between their prosocial motive attribution and social undermining of the job crafter was strengthened.

The findings demonstrate that approach crafting gives rise to specific attributions and reactions toward the job crafter, which enrich the understanding of the social consequences of job crafting in the workplace.

Frontline employees’ proactive behaviors (i.e. job crafting) are critical to satisfying customers’ idiosyncratic needs. If the supervisors practice job crafting, their subordinates are more likely to mimic such behaviors. However, there has been limited research on how leaders’ job crafting can influence subordinates’ job crafting. This study aims to examine the cross-level mechanisms (i.e. trickle-down effects) of supervisors’ job crafting on the subordinates’ attitudes and performance. Specifically, such trickle-down effects can be explained via two cross-level mechanisms of the supervisors’ job crafting on the subordinates’ work engagement and performance: social learning mechanism and job demands-resources mechanism.

A three-wave cross-lagged study was conducted in two-week intervals. The valid responses from 67 supervisors and their 201 subordinates were collected. The data set was analyzed using multilevel Structural Equation Modeling.

The results demonstrated that the social learning and job demands-resources mechanisms are not independent. The supervisor’s job crafting improves employment relationships, subsequently encourages subordinates’ job crafting and ultimately enhances work engagement and work performance.

The findings suggested that hospitality organizations should encourage job crafting among supervisors and managers. A proactive hotel manager can establish strong employment relationships, motivate subordinates to work proactively and obtain positive work outcomes.

The findings enrich the knowledge about the trickle-down effects of supervisors on subordinates in terms of job-crafting behaviors. In particular, this study found a new theoretical perspective that the job demands-resources and social learning mechanisms may not be independent, and the subordinates’ perception of the employment relationship plays a critical role.

The ever-demanding role of employees in the hospitality sector stimulates job crafting. This study examines the relationship between inclusive leadership and job-crafting dimensions under the mediating role of work engagement through the lens of conservation of resources (COR) theory. It also aims to analyse the boundary condition of job autonomy between inclusive leadership and work engagement.

The data were collected in 3-time lags from 319 front-line workers in the hospitality sector. The adopted and adapted questionnaires were executed through a deductive approach and an applied research method. The data were analysed through SmartPLS by applying the structural equation modelling (SEM) technique.

This study provides evidence for a predictive relationship between inclusive leadership and job-crafting dimensions under the mediating psychological mechanism of work engagement. Additionally, the moderating role of job autonomy is established in the unique context of the hospitality sector of an underdeveloped country, Pakistan.

Services-based organisations need to endure the inclusive leadership style by establishing work engagement practices. Engaged employees result in better job-crafting behaviours through better training and subsequent performance.

This study established that work engagement and job autonomy are imperative forces that impact the relationship between inclusive leadership and job-crafting dimensions. The research study has time-lagged data and conveys meaningful theoretical and practical implications.

Previous studies have vague views about whether employees who are required to complete large amounts of work (i.e. role overload) would proactively create a change in their job characteristics (i.e. job crafting), because the cognitive mechanism underlying the nexus between role overload and job crafting is unclear. The aim of this study is to identify why and when role overload has an impact on job crafting.

This study builds a second-stage moderated mediation model. Using a two-wave panel field study of 213 employee–supervisor matched data, this study examines the proposed hypotheses.

Results show that role overload decreases construal level, which can determine the tendency of employees to focus on the feasibility (low level of construal) or desirability (high level of construal) of behaviors. Goal self-concordance is the degree to which employees pursue their personal goals based on feelings of personal interests and values. The authors find that goal self-concordance guides employees who have higher levels of construal to exert more effort in job crafting. The authors further find that goal self-concordance moderates the mediating role of construal level. Specifically, for employees in pursuit of self-concordant goals, role overload reduces their construal level, resulting in less effort in job crafting. For employees who do not pursue self-concordant goals, role overload decreases their construal level, thereby improving job crafting.

The findings of this study enrich the literature on role overload and job crafting by revealing the mechanism and boundary conditions of the relationship between role overload and job crafting.

The purpose of this study is to determine the effect of optimistic expectations on job satisfaction at work and whether job crafting behaviour plays a mediating role in this effect. At the same time, this model presents the need for “expectation management” in the context of work psychology to the attention of all academics and practitioners.

To test the hypotheses of the study, data were obtained from 475 health-care workers in a public hospital. Hypotheses were tested using Process Macro Model of Hayes (2018).

The result of the analyses determined that the optimistic expectations for the organization as a whole have a positive effect on job satisfaction, both directly and indirectly, and that job crafting behaviour has a partial mediating role in this effect.

The first limitation is that the data were obtained only by a cross-sectional method. The second is that among the various workplace behaviours and workplace psychologies job crafting and job satisfaction were examined in the study. The partial mediation effect between the research variables reveals the existence of many other variables and constitutes the third limitation. The fourth is that only optimistic expectations effects on positive behaviours and positive psychological states were evaluated in this study. Finally, a fifth limitation of this study is that the sample is limited to those working in the health sector and public hospitals.

First, the data were obtained only by a cross-sectional method, and the longitudinal method was not implemented in how the study was designed. Second, among the workplace behaviours, only job crafting behaviour and only job satisfaction as a workplace psychology were analysed. Third, partial mediation effect was found to be among the other variables might indicate the role of additional variables that could be uncovered by further research. Fourth, only optimistic expectations and their effects on positive behaviours and positive psychological states at the workplace were evaluated. Fifth, the sample is limited to those working in the health sector and public hospitals.

This study draws attention to “Expectation Management” as a management activity worth exploring and its potential in terms of social and working relations.

This study provides versatile answers to the question of why individuals perform differently despite working under the same conditions. The model suggested in the study takes the conventional way of thinking in the literature one step further by offering an alternative answer to this critical question, whose answers we have been discovering step by step since the Hawthorne studies. In addition, the proposed model draws attention to the need for “expectation management” in the context of business psychology in theory and practice.