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The purpose of this paper is to examine the mechanism by which learning goal orientation (LGO) promotes work engagement through job crafting (seeking challenges).

A moderated mediation model was tested using survey data from 266 public health nurses and hospital nurses in Japan.

The results indicated that job crafting partially mediated the relationship between LGO and work engagement, and that the mediation effect was stronger when reflection was high (vs middle and low).

Although common method bias and validity of measurement were evaluated in this paper, the survey data were cross-sectional.

The results suggest that selecting people with a stronger sense of LGO may be a useful strategy for promoting job crafting and work engagement in an organization. Additionally, organizations should give employees opportunities to reflect on their jobs and to craft them into more challenging ones in the workplace.

Although little is known about mechanisms by which LGO promotes work engagement, this study found that job crafting and reflection play important roles in linking LGO and work engagement.

The purpose of this paper is to address regulatory focus (promotion vs prevention) as a trait-level variable and a week-level variable linked to employee job crafting behaviors (i.e. seeking resources, seeking challenges and reducing demands). The authors hypothesized that while promotion focus relates positively to seeking resources and seeking challenges, prevention focus relates positively to reducing demands. Furthermore, the authors expected that the links between week-level regulatory focus and crafting would be stronger when the respective trait-level regulatory focus is high.

Two studies were conducted to address the aims, namely, a cross-sectional survey among 580 civil servants and a weekly survey among 81 employees of several occupations.

The hypothesized links between regulatory focus and job crafting were supported at the trait- and the week-level. Only the link between week-level prevention focus and reducing demands was stronger when trait-level prevention focus was high. Unexpectedly, seeking resources positively related to prevention focus at the week-level.

While prevention states may enhance reducing demands behaviors especially for prevention focussed employees, organizations and managers may use promotion states to enhance seeking resources and seeking challenges behaviors among all types of employees and, thereby, shape a strategy emphasizing the promotion values of growth and development.

The findings shed light to a diverse range of employee motivational orientations (i.e. approach vs avoidance and trait-like vs state-like) behind job crafting and, thus, shed light to individual correlates of job crafting.

The purpose of this paper is threefold: first, to present an overview of job crating conceptualizations; second, to illustrate various job crafting interventions proposed by scholars to intrude and encourage job crafting behaviour among workforce; and next, based on findings from the literature, to underline the significance of job crafting interventions in predicting various positive individual and organisational outcomes. The reasons why job crafting interventions are essential in organisations are discussed at the end as managerial implication.

A general review of the job crafting literature has been performed to offer the precise knowledge on the concept job crafting as well as job crafting interventions along with its significance and managerial implications.

The job crafting is the most discussed bottom-up redesign approach and gaining popularity in the job design literature. The researchers and practitioners are acknowledging the importance of job crafting interventions and understanding the urgency of incorporating such interventions at organisation.

The formal job crafting intervention instituted at organisation (e.g. inclusion of job crafting training in company’s manuals) could be instrumental to build up the job crafting behaviour among workforce and may overall develop the context that cultivates job crafting.

A summarised portrayal job crafting as well as job crafting interventions has been provided in this review in order to create awareness of leaders and employees regarding the method through which they can adjust tasks to their own requirements to realise more delight, engagement, and meaning in the job.

The purpose of the study is to deepen the understanding of job crafting and its consequences. An occupational framework is proposed as an alternative to the exclusive focus of current theory on the individual and job levels of analysis. This model extends job crafting theory by applying a multilevel framework, examining bottom-up and top-down influences of occupations, and explicates the interplay among occupation- and job-level autonomy and job crafting.

The authors conducted a two-study research program using multilevel modeling and moderated mediation analysis. Data were derived from two large-scale archival databases. Study 1 spanned 701 occupations and 50,729 individuals. Study 2 involved 270 occupations and 3,270 individuals.

Study 1 reveals that nearly one-third of the variability in job crafting is attributable to occupational context. Study 2 shows that occupational contexts moderate individual-level processes, whereby occupational-level crafting moderated the mediated effects between job-level autonomy, job-level crafting and individual-level outcomes.

Results inform interventions that can be used to facilitate job crafting. Increasing autonomy generally increases job crafting, yet this effect does not always hold. This result demonstrates the importance of attending to the occupations in which people work. Also, job crafting is related to positive outcomes for individuals (e.g. satisfaction) but is also linked to some negative consequences (e.g. burnout).

The research empirically demonstrates the need to expand job crafting theory beyond the individual and job levels, as well as offers a deeper and expanded understanding of job crafting and its relationship with people’s occupations.

Objetivo – El objetivo del presente artículo es profundizar en la comprensión de la creación del puesto (job craftig) y sus consecuencias. Se propone un marco ocupacional como alternativa al foco en el individuo y el puesto de trabajo que plantea la teoría existente. Este modelo extiende la teoría de la creación del puesto aplicando un marco teórico multinivel, examinando las influencias abajo-arriba y arriba-debajo de las ocupaciones, y explica la interrelación entre ocupación, autonomía en el puesto y la creación del puesto.

Llevamos a cabo dos estudios utilizando modelización multinivel y análisis de mediación-moderación. Los datos se obtuvieron de dos bases de datos a gran escala. El estudio 1 considera 701 ocupaciones y 50,729 individuos. El estudio 2 considera 270 ocupaciones y 3,270 individuos.

El estudio 1 revela que casi un tercio de la variabilidad en la creación del puesto es atribuible al propio contexto de la ocupación. El estudio 2 muestra que el contexto ocupacional modera los procesos a nivel individual mientras que la creación a nivel ocupacional modera los efectos mediadores entre la autonomía del puesto, la creación del puesto y los resultados a nivel individual.

Los resultados informa acerca de la actividades que pueden favorecer la creación del puesto. Aumentar la autonomía en general aumenta la creación del puesto, aunque este efecto no se da siempre. Este resultado demuestra la importancia de atender las ocupaciones en las que trabajan los empleados. También, la creación del puesto se relaciona con resultados positivos de los empleados (e.g. satisfacción), pero también con algunas consecuencias negativas (e.g. agotamiento).

El trabajo de investigación demuestra empíricamente la necesidad de expandir la teoría sobre la creación del puesto más allá del estudio del individuo o el trabajo, al tiempo que ofrece una comprensión mayor y más profunda sobre la creación del puesto y su relación con la ocupación de los empleados.

Creación del puesto (job crafting), multinivel, ocupación, autonomía del puesto

Tipo de artículo – Trabajo de investigación

O objetivo do presente artigo é aprofundar na compreensão da criação do posto de trabalho (job craftig) e suas consequências. Se propõe um marco ocupacional como alternativa ao foco no indivíduo e no posto de trabalho que a teoria existente planteia. Este modelo estende a teoria da criação do posto aplicando um marco teórico multinível, examinando as influências abaixo acima y acima abaixo das ocupações, e explica a inter-relação entre ocupação, autonomia no posto e a criação do posto de trabalho.

Realizamos dois estudos usando modelagem multinível e análise de mediação-moderação. Os dados foram obtidos de dois bancos de dados de grande porte. O estudo 1 considera 701 ocupações e 50.729 indivíduos. O estudo 2 considera 270 ocupações e 3.270 indivíduos.

O Estudo 1 revela que quase um terço da variabilidade na criação de empregos é atribuível ao próprio contexto de ocupação. O estudo 2 mostra que o contexto ocupacional modera os processos no nível individual, enquanto a criação no nível ocupacional modera os efeitos mediadores entre a autonomia do posto de trabalho, a criação do posto de trabalho e os resultados no nível individual.

Os resultados informam sobre as atividades que podem favorecer a criação do posto de trabalho. Aumentar a autonomia em geral aumenta a criação do posto, embora esse efeito nem sempre ocorra. Este resultado demonstra a importância de atender às ocupações em que os funcionários trabalhem. Além disso, a criação do posto de trabalho está relacionada a resultados positivos dos funcionários (por exemplo, satisfação), mas também a algumas conseqüências negativas (por exemplo, exaustão).

O investigação demonstra empiricamente a necessidade de expandir a teoria da criação de empregos além do estudo do indivíduo ou do trabalho, ao mesmo tempo que oferece uma compreensão mais profunda da criação do posto de trabalho e sua relação com a ocupação dos funcionários.

Criação do posto de trabalho (job crafting), multinível, ocupação, autonomia do posto de trabalho

Trabalho de investigação

The purpose of this paper is to examine relationships between regulatory focus, job crafting, work engagement and perceived employability. Regulatory focus theory distinguishes between promotion-focused individuals, who strive for growth and development, and prevention-focussed individuals, who strive for security. Job crafting refers to changes that individuals make in their work to meet their own preferences and needs. It was expected that job crafting would mediate associations between promotion focus and work-related outcomes.

Questionnaires were collected among 383 registered candidates from a consultancy organization for recruitment, assessment and coaching that operates within the branches pharmacy, medical devices, food, and healthcare. Results were analyzed using structural equation modeling.

Crafting structural and social resources were positively related to work engagement and employability, whereas negative relationships were found for crafting hindering demands. Promotion focus was associated with crafting resources and challenging demands, while prevention focus was associated with crafting hindering demands. Job crafting also mediated some of the relationships between promotion focus, prevention focus and work outcomes.

This study provided insight into possible antecedents and outcomes of job crafting. Unfortunately, this study used a cross-sectional design.

These insights may help managers to encourage beneficial job crafting behaviors, while taking individuals’ foci into account.

This study has provided insight in the relationships between regulatory focus, job crafting, work engagement, and perceived employability.

Job crafting is recently argued to have five dimensions (Nielsen et al., 2017): increasing challenging demands, decreasing social demands, increasing social job resources, increasing quantitative demands and decreasing hindrance demands. The purpose of this study aimed to investigate the psychometric properties and construct validity of the five-factor model of job crafting, introduced by using a sample of Jordanian university employees.

A pre-determined survey on was used. Accordingly, 513 professional workers in several universities completed the survey. Cronbach’s alpha was used to assess the internal consistency of the scale, whereas series of confirmatory factor (CFA) analysis and exploratory factor analysis (EFA) were conducted to assess the scale’s factorial and discriminant validity. Other tests were also conducted.

As predicted, the proposed model best fit the data. Statistical analysis yielded several findings. First, the results of the reliability test revealed that the five sub-scales of job crafting had significant and sufficiently strong internal consistencies. Second, the results showed that the 15 items loaded significantly with a factor loadings more than 0.50. Third, the CFA results confirmed that the five-factor model best fitted the data in comparison to the one-factor model. Finally, the construct validity of JCRQ-15 was confirmed through its correlation with several validating variables.

Some limitations need to be addressed. First, the sample came from participants working in specific Jordanian universities which may limit the generalization that could be made from the results to other occupations. Second, due to the cross-sectional design of the present study, the question remains whether the JCRQ-15 are stable overtime. Third, the common methods bias might be a problem because it is one of the main sources of measurement error in validation studies using self-reported scales.

The present study provided an early supportive evidence for the use of the JCRQ-15 as a valid measure of job crafting in the Jordanian context.

Scholars have adopted different theoretical perspectives to explain the influence of HR practice on employee outcomes. However, few studies have investigated the role of human resource (HR) practice in fostering higher in-role and extra-role employee performance by encouraging employee participation in job design, a process referred to as job crafting. Drawing on human resource management (HRM) process theory and the job crafting literature, this study aims to examine how work engagement and job crafting mediate the relationship between employee perceptions of HR practice and employee performance.

The authors use survey on a sample of 455 employees working in five Chinese manufacturing firms to test their theoretical model.

This study finds that where management maintains a strong HR system, employees are more likely to be engaged in their work and participate in job crafting. In addition, job crafting on its own, and work engagement and job crafting together, are shown to mediate the HRM–performance relationship.

In a Chinese context, line managers (including supervisors) are both important implementers of HR policy and vary in their adoption of particular roles. Yet our research did not consider the role of these persons in facilitating work engagement or job crafting. Future studies could usefully explore how these managers vary in their attitudes towards job crafting and the roles they play in encouraging this important activity.

One important implication is that strong HR system with distinctive, consistent and consensus HR practices should be used by managers to motivate employees to encourage work engagement and job crafting behaviours.

This study enriches the theoretical framework to explain the underlying mechanism between HRM and employee performance from job crafting perspective.

Researchers and practitioners have remarked the critical nature of job crafting for employee and organizational effectiveness in the hotel industry. However, few studies have investigated the determinants of job crafting, especially the role of personality traits. Hence, this study aims to address this research gap by exploring how job resourcefulness influences job crafting and by clarifying the mediating role of work engagement.

The sample of the present study comprised 433 Taiwanese frontline hotel employees. The hypothesized relationships were tested using structural equation modeling.

The results reveal that job-resourceful employees tend to engage themselves at work. Engaged employees tend to craft their jobs individually and collaboratively. That is, work engagement is a mediator between job resourcefulness and job crafting. Finally, the job resourcefulness–work engagement–individual crafting relationship is closer than the job resourcefulness–work engagement–collaborative crafting relationship.

The findings suggest that job resourcefulness can be considered as a criterion in selecting and retaining employees. Work engagement may serve as a mechanism for interpreting the relationship between job resourcefulness and job crafting. This study provides crucial insights to help hotel managers seek and aid employees who can actively reshape their work conditions. However, the sample comprises only frontline hotel employees and the generalization can be considered in the future studies.

This research is the first to examine the psychological process that mediates the connection between job resourcefulness and job crafting. The findings of this study contribute to the theory of the relationship between personality traits and job crafting and may serve as a reference in related practices.

The argument that work engagement enhances job performance has gained wide acceptance among practitioners and human resources management literature. There is consensus in management literature that job crafting can affect work engagement. The concept of callings from theology has been resurrected in job behavior and continues to garner growing attention from practitioners in recent years. However, few studies examine how and why living a calling influence job crafting and work engagement. The purpose of this paper is to examine the relationships between living a calling, job crafting and work engagement for knowledgeable employees through questionnaires.

The part-time MBA students were asked to reflect on present jobs. In total, 390 effective questionnaires were collected from part-time MBA students of four universities in Chongqing, China for finance, administration, manufacturing, service, technology, medication, education and others. Results were analyzed using SPSS and Amos. The measurement scale is given in Appendix.

First, the author explicitly proposes and validates the direct relationship between living a calling and job crafting. Second, this study confirms that crafting challenging job demands are significant to vigor subdimension and dedication subdimension of work engagement, whereas crafting challenging job demands not significant to absorption subdimension of work engagement. Third, this study indicates that crafting hindering job demands are nonsignificant to vigor, dedication and absorption about three subdimensions of work engagement. Fourth, this study showed living a calling can enhance work engagement for employees. Fifth, this study finds three groups (eight items) of mediation effect between living a calling, job crafting and work engagement.

These insights may help managers to focus on living a calling and encourage beneficial job crafting behaviors in China. The sample is original and has the potential to contribute to debate on work life balance and particularly the meaning of work/careers in China.

This study is an interesting revisit to the old workplace sociology and organizational psychology which has become somewhat neglected these days.

This study has provided insight in the relationships between living a calling, job crafting and work engagement.

The purpose of this paper is to explore the relationship between job enlargement and some specific job crafting behaviors and to analyze the moderating role of self-competence.

Data were gathered from 158 workers in a large retail company and analyzed through a regression methodology.

Job enlargement is positively related to specific job crafting behaviors, such as increasing structural and social resources. Self-competence does not moderate the relationship between job enlargement and increasing structural resources; however, it does negatively moderate the relationship between job enlargement and increasing social resources.

This is a cross-sectional, single source study.

Organizations may implement job design policies aimed at facilitating the way workers proactively craft their jobs (increasing social and structural resources) by promoting a collaborative organizational culture and decreasing the social costs of job crafting initiatives.

This study clarifies the role of contextual and personal antecedents to job crafting. More specifically, it shows that enlarged jobs and employees’ level of self-competence may significantly influence employees’ job crafting in the workplace.