The Bottom-Up Impact of Proactive Personality on Employee Job Crafting: A Serial Mediation Model

Job Autonomy and Work Meaning: Drivers of Employee Job-Crafting Behaviors in the VUCA Times

In the volatile, uncertain, complex, and ambiguous environment (VUCA), employees can better match the organization and jobs by crafting their job perceptions, work tasks, and relationships, which is valuable to maintain organizational sustainable competitiveness and promote employees' personal growth. This study explores the influence mechanisms of job autonomy and work meaning on employees' job-crafting behaviors and the moderating effect of perceived organizational change through a survey of 318 employees in Chinese companies. The results show that job autonomy and work meaning can promote employees' job-crafting behaviors by increasing individuals' harmonious work passion. The indirect effects of job autonomy and work meaning on employee job-crafting behaviors through harmonious work passion are stronger for individuals with high perceived organizational change relative to those with low perceived organizational change. Organizations should concentrate on job redesign to improve employees' job autonomy and work meaning. A climate of change should also be created within the organization to keep employees aware of the crisis. Meanwhile, employees should actively use work resources to meet the changing needs of organizational development and promote individual career development through job-crafting behaviors.

Who needs transformational leadership to craft their job? The role of work engagement and personal values

Purpose

The purpose of this paper is to discuss relationships between transformational leadership and job crafting. Using the job demands-resource (JD-R) theory, this study investigates the mediating role of work engagement in the relationship between transformational leadership and job crafting. The author has also tested the moderating roles of personal values.

Design/methodology/approach

This study is based on data from 450 knowledge workers representing companies of various sizes from the knowledge-intensive business services (KIBS) sector in Poland. The questionnaires were completed using the computer-assisted telephone interview method. The statistical verification of the mediation and moderation analyses was conducted using macro PROCESS (ver. 3.3).

Findings

The findings show that transformational leadership was positively related to job crafting. Statistical analysis also confirmed the research hypothesis that as a personal resource, self-enhancement values moderate relationships between transformational leadership and work engagement, thus strengthening them. The study integrated research on leadership and personal and organisational resources to examine the collective impact of these variables on employee job crafting.

Originality/value

The study is the first to explore the mediating mechanism (through work engagement) between transformational leadership and job crafting in the context of KIBS companies in Poland.