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Abstract

Details

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

Abstract

Details

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

Article
Publication date: 4 July 2018

Thomas J. Menachery

The purpose of this study is to review the latest developments in the area of job crafting and provide guidelines on how to enable job crafting.

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Abstract

Purpose

The purpose of this study is to review the latest developments in the area of job crafting and provide guidelines on how to enable job crafting.

Design/methodology/approach

The concept of job crafting is examined through a review, and the author gives his insights on the conditions to be created to enable job crafting.

Findings

In job crafting, individual employees and groups of employees customize their jobs by changing perceptions, tasks, and interactions related to their jobs in ways that would lead to work engagement and job satisfaction. Job crafting behavior is positively linked to engagement, work performance, job satisfaction, and employees’ well-being. Organizations can benefit by enabling job crafting to supplement top-down traditional job design approaches, thereby facilitating continuous improvement of jobs and innovation.

Originality/value

The different ways in which employees shape their jobs are examined, and guidelines on how to enable job crafting are elucidated.

Details

Human Resource Management International Digest, vol. 26 no. 5
Type: Research Article
ISSN: 0967-0734

Keywords

Article
Publication date: 15 July 2022

Guodong Ni, Qi Zhang, Yaqi Fang, Ziyao Zhang, Yaning Qiao, Wenshun Wang and Yongliang Deng

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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 limitations/implications

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.

Practical implications

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.

Originality/value

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.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 18 July 2022

Ieva Urbanaviciute and Jurgita Lazauskaite-Zabielske

The current study inspects pathways through which job crafting relates to the quality of employees' working lives. To date, this has been mostly done either by linking job

Abstract

Purpose

The current study inspects pathways through which job crafting relates to the quality of employees' working lives. To date, this has been mostly done either by linking job crafting to individual job characteristics or by investigating its association with separate aspects of occupational well-being (such as work engagement), whereas empirical evidence about how it may affect one's overall work situation remains scarce.

Design/methodology/approach

To address this question, the authors conducted latent profile analyses based on selected job resources and job demands, which allowed the authors to derive distinct work environment patterns prevailing in a heterogeneous sample of 1,064 employees. Four patterns were identified denoting a passive, high-strain, low-strain and optimally balanced work environment types. The authors then tested the hypothesis that job crafting would relate to employees' odds of exposure to these patterns and that the latter would differentiate between high and low work engagement.

Findings

Approach job crafting was related to higher odds of being exposed to a favourably balanced work environment, and the reverse was true of avoidance crafting. Work engagement differed as a function of the quality of the work environment. Furthermore, the results suggested a potentially indirect link between approach job crafting and work engagement via exposure to different work environment types, whereas avoidance crafting related to lower work engagement only directly.

Originality/value

The findings contribute to theory testing and practice by providing a holistic representation of the work environment and then interlinking its features with employee proactivity and engagement.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 21 July 2022

Jae Young Lee

The purpose of this paper was to explore the underlying mechanism of the relationship between psychological safety and performance.

Abstract

Purpose

The purpose of this paper was to explore the underlying mechanism of the relationship between psychological safety and performance.

Design/methodology/approach

A serial multiple mediation model that explains the impact of psychological safety on performance via job crafting and thriving at work was proposed and tested using PROCESS macro (Model 6). Data were collected from 320 employees at three different large Korean organizations.

Findings

The results of this study found that job crafting and thriving at work sequentially mediate the relationship between psychological safety and performance. However, the direct effect of psychological safety on performance was found to be nonsignificant. Put differently, psychological safety is unrelated to performance independent of the effects of job crafting and thriving at work.

Originality/value

The present study theoretically contributes to psychological safety research by proposing and testing a serial mediation model that explores the underlying mechanism of the relationship between psychological safety and performance in detail. Practically, this study informs managers about the importance of ensuring a psychologically safe workplace environment and encouraging employees' proactive behaviors to enhance their performance and ability to thrive at work.

Details

International Journal of Organization Theory & Behavior, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1093-4537

Keywords

Article
Publication date: 19 July 2022

Syed Muhammad Irfan, Faisal Qadeer, Muhammad Ibrahim Abdullah and Muddassar Sarfraz

The primary study purpose is to examine whether managerial support triggers job crafting and sustainable employability, and to what extent work uncertainty moderates the…

Abstract

Purpose

The primary study purpose is to examine whether managerial support triggers job crafting and sustainable employability, and to what extent work uncertainty moderates the managerial support and sustainable employability relationships mediated by job crafting using a moderated mediation approach. Thus, this study aims to uncover new antecedent and outcomes of job crafting using job demands and resources (JD–R) theory as no such research has yet examined these relationships.

Design/methodology/approach

The structural equation modeling (SEM) technique was employed to test the proposed relationships based on survey data that include a final 483 knowledge workers of the services sector. The authors tested the structural model using self-developed estimates for AMOS 24.0 to examine the moderated mediation process models (process models 7, 14 and 58) rather than using a conventional process macro through SPSS.

Findings

Consistent with the formulated hypothesis, the results of this study indicate that managerial support directly stimulates job crafting and sustainable employability. Further, job crafting mediates the relationships between managerial support and sustainable employability. This validates the JD–R theory assumption that managerial support as job resources initiates a motivational process through job crafting, leading to sustainable employability as the outcome of the motivational process. Additionally, the moderated mediation results show that in the presence of high work uncertainty, employees are more engaged in job crafting to boost their sustainable employability.

Practical implications

Organizations may incorporate these findings while developing human resources (HR) management policies and practices to align top-down and bottom-up job re(design) approaches. For example, by designing line managers’ role in implementation of supportive HR practices, their supportive leadership behavior towards employees will successfully trigger job crafting and nurture their sustainable employability.

Originality/value

This research adds to the work design and employability literature. No such study has yet examined whether managerial support triggers job crafting and sustainable employability. Prior studies examine personality traits, some individual difference variable, job characteristics, or leadership influence as antecedents of job crafting. Utilizing the JD–R theory, we empirically validate that job crafting plays a vital role in the motivational process initiated by the job resources (managerial support), leading to sustainable employability as an outcome of the motivational process. The authors further show that in the presence of high job demands (work uncertainty), employees are more engaged in job crafting and more conscious to boost their sustainable employability.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

Abstract

Details

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

Article
Publication date: 24 May 2022

Deepika Jindal, Peter Boxall, Gordon W. Cheung and Ann Hutchison

The authors examine the interactive effects of work engagement and work autonomy in enhancing job crafting behaviour and performance.

Abstract

Purpose

The authors examine the interactive effects of work engagement and work autonomy in enhancing job crafting behaviour and performance.

Design/methodology/approach

Dyadic data from a sample of 320 white-collar employees in an Indian manufacturer are analysed through structural equation modelling.

Findings

The level of job crafting is highest when both work engagement and work autonomy are high. Job crafting fully mediates the interactive effect of work engagement and autonomy on task performance and partially on contextual performance.

Practical implications

There is value in reviewing organisational constraints on employee autonomy to foster the ways in which highly motivated workers can craft their jobs and, thus, maximise their performance.

Originality/value

This study demonstrates the interactive effects of work engagement and autonomy in enhancing job crafting and, through this mechanism, employee performance.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 31 May 2022

Huda Masood, Len Karakowsky and Mark Podolsky

This study aims to investigate the link between amotivation and workplace deviance. The authors further outlined how the relationship between amotivation and deviant…

Abstract

Purpose

This study aims to investigate the link between amotivation and workplace deviance. The authors further outlined how the relationship between amotivation and deviant behavior can be mitigated via proactive work strategies such as job crafting and career outcome expectations.

Design/methodology/approach

The authors conducted a convergent design, mixed-method study to investigate workplace deviance as an outcome of amotivation or the lack of motivation towards an activity. The quantitative data from cross-sectional surveys entailed 127 respondents. The qualitative data comprised of 25 in-depth interviews. The authors sought insights from individuals' lived experiences to understand how amotivated individuals behave at work.

Findings

The quantitative findings contended a significant relationship between amotivation and organizational deviance. The authors also found evidence for the buffering role of career outcome expectations on amotivation and deviance. Finally, avoidance job crafting has been shown to significantly attenuate the aforementioned relationship. The qualitative study identified three broader themes about amotivated individuals' work outcomes.

Practical implications

Amotivation can arise among individuals who feel trapped in a job they want to exit and can result in a range of dysfunctional outcomes including workplace deviance. While amotivated employees may be hard to flag, employers can keep such individuals from demonstrating workplace deviance through placing interventions such as job crafting and career development programs.

Originality/value

The existing literature on work motivation has predominantly overlooked the role of amotivation in determining employee outcomes. The current research generates a new line of inquiry by identifying workplace deviance as an outcome of amotivation. The authors further highlighted that such dysfunctional outcomes of amotivation can be mitigated by job crafting and career outcomes expectancies.

Details

Journal of Management Development, vol. 41 no. 4
Type: Research Article
ISSN: 0262-1711

Keywords

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