The Effect of the Congruence between Job Characteristics and Personality on Job Crafting

Advice Network Centrality as a Social Origin of Task Crafting: The Bridging Roles of Basic Psychological Needs

Little is known about the predictive role of advice networks in task crafting despite the growing academic and practical interest in its antecedents. Accordingly, as centrality in advice networks is expected to have a positive relationship with task crafting, this study develops a research model encompassing the mediating roles of the fulfillment of basic psychological needs to clarify this relationship. The model was tested using a sample composed of 198 employees from various firms in South Korea. The results showed that employees who occupy central positions in the advice network fulfilled their autonomy and competence needs, consequently engaging in task crafting. This study contributes to the literature on social networks, self-determination, and task crafting by discovering hidden antecedents and pivotal mechanisms in determining task crafting.

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.

How and When Job Crafting Relates to Employee Creativity: The Important Roles of Work Engagement and Perceived Work Group Status Diversity

Creative employees are treasured assets for organizations. However, relatively little is known about what specific actions employees can take to manage their own creative process. Taking a motivational perspective, this study examined how job crafting behaviors positively link to employee creative performance through work engagement, and whether perceived work group status diversity moderates this relationship. We conducted a weekly diary study in which 55 employees from a Chinese energy company were asked to fill in diaries over four consecutive weeks (176 observations in total). Results of the multilevel analyses showed that weekly job crafting behaviors were positively related to weekly creative performance through increasing weekly work engagement. In contrast to our expectation, we found that weekly job crafting behaviors were more positively related to weekly creative performance when perceived work group status diversity was high. In summary, our study suggests that job crafting behaviors are effective actions employees can take to manage their creative processes through increasing work engagement. In addition, we stress that status diversity in existing work environments is an important contextual factor that shapes the job crafting process.

The Joint Effects of Leader–Member Exchange and Team-Member Exchange in Predicting Job Crafting

In order to better understand the social aspects of job crafting, this study explores the direct and interactive effects of leader–member exchange (LMX) and team-member exchange (TMX) on three types of job crafting (i.e., task, relational, and cognitive crafting). Drawing on both social exchange theory and the job demands–resources model, this study examines the social antecedents of job crafting in a sample of 336 members of three shipbuilding companies. The results indicate that individuals who have high-quality relationships with their leaders engage in more job crafting and that TMX is positively related to job crafting, after controlling for LMX. In addition, the results show that TMX moderates the positive relationship between LMX and job crafting, such that a higher TMX strengthens the LMX–job crafting link. The implications of these findings for job crafting and social antecedents are discussed, and suggestions for future research are presented.