Translating self-efficacy in job performance over time: The role of job crafting

This investigation intends to uncover the mechanisms linking self-efficacy to job performance by analyzing the mediating role of job crafting. A two-wave study on 465 white-collar workers was conducted, matching participants’ self-report data (i.e., self-efficacy and job crafting) with supervisory performance ratings. The structural equation model showed a positive reciprocal relationship between self-efficacy and crafting behaviors. In turn, job crafting predicted performance positively over time. More importantly, results confirmed the mediating role of crafting actions, which may represent the behavioral process underlying the positive effect of self-efficacy on individual outcomes. Practical implications for organizations, such as encouraging bottom-up job design or designing job-crafting interventions, and future research directions are also offered.     

Work engagement: Further reflections on the state of play

In this article we further reflect on the “state of play” of work engagement. We consider, clarify, and respond to issues and themes raised by eight preeminent work engagement researchers who were invited to respond to our position article. The key themes we reflect upon include: (1) theory and measurement of engagement; (2) state and task engagement; (3) climate for engagement versus collective engagement; (4) the dark side of engagement; (5) where job crafting may go wrong; and (6) moderators of the engagement–performance relationship. We conclude that engagement can sensibly be conceptualized as a positive and high arousal affective state characterized by energy and involvement; that there may be additional dimensions that might usefully be included; that we need to more fully understand the day-to-day and moment-to-moment temporal dynamics and implications of engagement; that a “climate for engagement” will influence individual and organizational outcomes; that although engagement is at heart a positive construct, the “dark side” of engagement needs to be acknowledged and understood; that “job crafting” provides a potentially powerful way for employees to manage their engagement; and that we need to gain a better understanding of the moderators that influence the way that engagement is related to performance. We also outline some practical implications that follow from our conclusions.     

Interactive Effects of Approach and Avoidance Job Crafting in Explaining Weekly Variations in Work Performance and Employability

Meta-analyses on job crafting reveal that while approach-oriented job crafting (e.g., increasing job resources or challenging job demands) relates positively to employee performance, avoidance-oriented job crafting (e.g., decreasing hindering job demands) has either non-significant or negative implications for employee functioning. However, the joint effects of approach and avoidance job crafting remain an underdeveloped area of research. We administered a three-week diary survey among 87 employees to test interaction effects of approach and avoidance job crafting on employee (other-referenced and past-referenced) work performance and employability. Results revealed that decreasing hindering job demands related positively to other-referenced performance when increasing social job resources was higher than employees’ average, and to past-referenced performance when increasing structural job resources was higher than employees’ average. Also, decreasing hindering job demands related negatively with employability only at lower levels of increasing challenging job demands, while the relationship was non-significant at higher levels of increasing challenging demands. These results indicate that considering job crafting strategies in tandem adds to our understanding of their role for employee functioning.     

工作自主性对中小学教师幸福感的影响：工作重塑与工作家庭平衡的链式中介效应

采用问卷法调查了997名中小学教师,考量工作自主性与中小学教师幸福感之间的关系,检验工作重塑和工作家庭平衡在其中的中介作用。结果显示：工作自主性不仅对中小学教师幸福感具有显著直接影响,且能通过工作重塑与工作家庭平衡各自的中介效应及二者的链式中介效应三条路径,对幸福感产生间接影响。     

工作重塑：获得意义性工作与个人成长的新途径

工作重塑是组织行为学中新近出现的一个热点话题,是指员工通过自己对工作进行重新建构来形塑自己的工作认同以及工作角色,其核心目的就是员工对他们的工作进行再设计以获得较高的工作意义感、工作投入以及工作满意度等,进而快乐地工作。在系统梳理有关工作重塑的理论与实证研究文献的基础上,从工作重塑概念的解读、工作重塑的方式与方法、工作重塑的预测因素、工作重塑对个体与组织的影响以及工作重塑的培养策略等方面进行了综述,以便人们更深入地体会其丰富的理论内涵和实践价值;最后,该文指出未来工作重塑的研究应继续注重理论建构的丰富与完善、关注工作重塑的个体与群体差异性以及深化工作重塑与组织之间的关系研究。     

Job Crafting via Decreasing Hindrance Demands: The Motivating Role of Interdependence Misfit and the Facilitating Role of Autonomy

Job crafting theory suggests that misalignment between an employee’s preferred and actual amount of job characteristics acts as a motivational trigger for job crafting. We test this unexplored, yet key proposition underlying job crafting theory. To do so, however, we take a more comprehensive misfit perspective than previously applied, evaluating person-job undersupply and oversupply. We propose that task interdependence misfit motivates a reductive form of job crafting, decreasing hindrance demands. We also propose that low autonomy mitigates the misfit to decreasing hindrance demands relationship. To empirically evaluate this direction, we employ moderated polynomial regression and response surface analysis. Study 1 (N = 159 English-speaking respondents) findings suggest that task interdependence misfit (both undersupply and oversupply) is positively related to decreasing hindrance demands. Study 2 (N = 363 Dutch-speaking respondents) findings replicate and support our misfit hypothesis. Further, as expected, low levels of autonomy neutralize the relationship between task interdependence misfit and decreasing hindrance demands. Theoretical and practical implications regarding the misfit-as-motivation hypothesis, and the simultaneous investigation of job crafting facilitators (i.e., autonomy) and motivators (i.e., misfit) are discussed.     

Linking Proactive Personality to Creative Performance: The Role of Job Crafting and High-Involvement Work Systems

This study proposed that job crafting serves as a mechanism reflecting how proactive personality affects creative performance, and this study explored whether these relationships are moderated by high-involvement work systems. Drawn from the conservation of resources theory to develop a cross-level moderated mediation model, a three-wave longitudinal study was conducted with 346 employees and their supervisors in 27 high technology firms in China. This study found that proactive personality was positively related to creative performance and that job crafting mediated the relationship between proactive personality and creative performance, and an indirect effect of proactive personality on creative performance through job crafting was significant when high-involvement work systems was low but not high. Thus, the research results indicate that when human resource management involves less participatory management, incentive rewards, extensive training and information sharing, proactive employees can draw from their personality to craft their job tasks, relations and cognitions, thereby improving creative performance. The theoretical and managerial implications, limitations, and future research directions are discussed.     

Supervisor Reactions to Avoidance Job Crafting: The Role of Political Skill and Approach Job Crafting

Avoidance job crafting refers to employees proactively changing work boundaries by reducing tasks and/or interactions with others. Although avoidance job crafting may help employees to address work demands, if noticed by others, specifically supervisors, it may trigger negative reactions from them. While previous research posits that job crafting is largely unnoticed by supervisors, using a dyadic supervisor-employee study (N = 141 dyads), we found that supervisors were in fact aware of their employees’ avoidance job crafting, which related to a reduction in supervisor support. This relationship was moderated by employee political skill (but not approach job crafting), such that high avoidance job crafting in combination with high political skill resulted in fewer negative outcomes, presumably because supervisors were less likely to notice their employees’ avoidance job crafting. In a second, vignette study (N = 92 supervisors), we experimentally replicated the relation between observed avoidance job crafting and negative supervisor reactions, and found that this relation can be explained by supervisors perceiving avoidance job crafting as destructive work behavior. Our findings introduce the supervisor perspective to the job crafting literature and highlight the importance of engaging in avoidance job crafting in a skillful way that aligns with the external context.     

Some Problems Concerning the Assessment of Job Characteristics in Nursing Work

Abstract

The question of whether one should use subjective rather than “objective” assessments of job characteristics is still the subject of a vigorous discussion in analytical studies of jobs and in job design. In nursing work situations, too, the attention of managers and researchers for such studies is growing. In this article the results of a study are presented in which a comparison is made between two kinds of assessments: job characteristics as judged by task performers (nurses) and job characteristics as judged by non-task performers (nursing management). Differences and agreements between mean scores as well as between correlations with dependent variables like job satisfaction were analysed. Most agreement seems to be on the ratings of “complexity and difficulty”, “work pressure”, and “promotion and growth opportunities”. As to “feedback and clarity”, “autonomy”, and “patient caring opportunities”, differences between the ratings have been found. It appears that a larger number of correlations between the nurse-rated job characteristics and the reaction variables is found to be statistically significant than between the management-rated job characteristics and the reaction variables. Social, organizational, and methodological reasons for the observed differences are put forward.     

Crafting your Career: How Career Competencies Relate to Career Success via Job Crafting

This study aimed to investigate whether career competencies could enhance an employee's subjective career success in terms of perceived employability and work–home balance via job crafting behaviors. Based on Job Demands‐Resources (JD‐R) Theory, we examined a potential motivational process in which career competencies, as a personal resource, would enhance career success through expansive job crafting. The results showed that job crafting mediated the positive relationship between career competencies and both internal and external perceived employability. In addition, job crafting mediated the positive relationship between career competencies and work–home enrichment. We expected a negative association between job crafting and work–home interference, yet our results indicated that career competencies are indirectly and positively related to work–home interference via job crafting. With our findings, we add to JD‐R Theory by (1) showing that career competencies may be considered a personal resource, (2) empirically examining the role of job crafting in motivational processes, and (3) showing that enhanced subjective career success can be an outcome of motivational processes. Organisations may use these findings to implement developmental HR practices aimed at increasing career competencies and job crafting.     

Managers as a Missing Entity in Job Crafting Research: Relationships between Store Manager Job Crafting,Job Resources,and Store Performance

Increasing demand for workplace proactivity has directed scholarly attention to job crafting as a voluntary and proactive form of job design. While mounting research has examined the impact of employee job crafting on work outcomes, little is known about the role of job crafting on the part of store managers in predicting unit-level performance. To fill this gap, this study aims to investigate the link between store manager job crafting and store performance, and proposes job resources as boundary conditions affecting this relationship. We collected survey-based data from 235 restaurant stores in South Korea and performed multilevel regression analyses. Results indicated that store manager job crafting was positively associated with store sales performance. This relationship was more pronounced when store managers received performance feedback than when they did not. However, autonomy and opportunities for development did not moderate the store manager job crafting–store performance relationship.     

专念对工作重塑的影响：工作投入的中介作用

基于工作要求-资源理论,检验工作投入在专念与工作重塑之间的中介作用。以238名医务人员为研究对象,开展两阶段的追踪问卷调查。专念对工作重塑有积极的直接预测作用。另外,在横断数据中,工作投入在专念与工作重塑之间的中介作用显著。在纵向数据中,专念(T1)能正向预测工作投入(T2),进而影响工作重塑(T2),中介效应显著。专念(T1)能正向预测工作投入(T1),但工作投入(T1)不能显著正向预测两个月后的工作重塑(T2)。在一定的时间范围内,专念可以通过激发工作投入,进而促进工作重塑行为。     

A meta-analysis on promotion- and prevention-focused job crafting

The purpose of this study is to present a meta-analytical summary of the job crafting literature. We integrate resource- and role-based job crafting conceptualizations in one job crafting model, which can theoretically account for beneficial and detrimental job crafting effects. Applying reasoning from regulatory focus theory we differentiated promotion-focused (increasing job resources and challenging job demands; expansion-oriented task, relational, and cognitive crafting) from prevention-focused (decreasing hindering job demands; contraction-oriented task and relational crafting) job crafting. We hypothesized that promotion-focused job crafting relates positively and prevention-focused job crafting relates negatively with employee health, motivation, and performance. Results of cross-sectional meta-analytical structural equation modelling showed that promotion-focused job crafting was positively related with work engagement and negatively related with burnout, while prevention-focused job crafting was negatively related with work engagement and positively related with burnout. Moreover, promotion-focused job crafting was positively and prevention-focused job crafting was negatively related with performance through work engagement and burnout. Results of longitudinal meta-analytical structural equation modelling showed that there were reciprocal, positive relationships between promotion-focused job crafting and work engagement, and between prevention-focused job crafting and burnout. Implications for future research and practice are discussed.     

For Fun,Love, or Money: What Drives Workaholic,Engaged, and Burned‐Out Employees at Work?

Previous research has distinguished between two types of working hard: workaholism, a “bad” type of working hard, and work engagement, a “good” type of working hard. However, the motivations underlying workaholism and work engagement have not been examined extensively. Building on Deci and Ryan's Self‐Determination Theory, the present study examined the motivational correlates of workaholism, work engagement, and burnout (a possible consequence of working hard), using data from Chinese health care professionals (544 nurses and 216 physicians), and controlling for job demands and resources. As expected, structural equation modeling revealed that high levels of workaholism were associated with high levels of introjected regulation and identified regulation; that high levels of work engagement were mainly associated with high levels of intrinsic regulation; and that high levels of burnout were mainly associated with low levels of intrinsic regulation. Thus, different types of motivational regulation are associated with different types of job‐related well‐being.     

Does work engagement increase person–job fit? The role of job crafting and job insecurity

Drawing on the expanded model of person–environment fit and job crafting theory, this study investigates the underlying processes of the relationship between work engagement and changes in person–job fit. A two-wave longitudinal study was conducted among 246 Chinese employees of a high technology company. As hypothesized, the results show that work engagement is positively related to changes in demands–abilities fit through changes in physical job crafting and positively related to changes in needs–supplies fit through changes in relational job crafting. As predicted, the positive relationship between work engagement and changes in relational job crafting (however, not changes in physical job crafting) is strengthened under conditions of high (vs. low) job insecurity. Our findings indicate that engaged employees craft their work in physical and relational ways, which creates a better person–job fit. The theoretical and practical implications are discussed.     

It's Not How Hard You Work But How You Work Hard: Evaluating Workaholism Components

This study examines the relationship of three workaholism components (work involvement, feeling driven to work, work enjoyment) proposed by Spence and Robbins (1992) and a variety of work and psychological well being outcomes. Workaholism components generally had significant relationships with these outcome measures, controlling for personal and situational factors. Feeling driven was more likely to be associated with negative well-being outcomes; work enjoyment more likely associated with positive work outcomes.     

The influence of future time perspective on work engagement and job performance: the role of job crafting

This two-wave study aimed to examine future time perspective (FTP) as an antecedent of job crafting, and in turn job crafting as a mediator in associations between FTP and work outcomes. Based on the lifespan socio-emotional selectivity theory, we expected that open-ended and limited FTP would evoke different forms of job crafting, which in turn would be associated with changes in work engagement and job performance. In line with our expectations, we found that employees whose open-ended FTP increased over a 1-year time period also crafted more job resources and challenging job demands such that their job provided them with more opportunities for knowledge acquisition, which in turn resulted in increased levels of work engagement and job performance. However, contrary to our expectations, employees whose limited FTP increased over the 1-year time period did not proactively reduce their hindering job demands. Hence, although crafting fewer hindering job demands was directly related to decreased levels of work outcomes as expected, we found no indirect effect of changes in limited FTP on changes in work engagement and performance via changes in this job crafting behaviour. These findings have important implications for the literature on job crafting and FTP.     

The Crafting of Jobs and Individual Differences

This paper examines the concept of spontaneous, unsupervised changes in jobs (job crafting), in general, and the relationship of the qualities and magnitude of the changes to the individual characteristics of: cognitive ability, self-image, perceived control, and readiness to change. This study adds to what is known about individuals at work, in any level of an organization, who knowingly make unsupervised changes in their jobs. This study adds to the research base of what is called job crafting as examined in the seminal work of Wrzesniewski and Dutton (Acad Manag Rev 26(2):179–201, 2001). In this study of 107 outside salespersons we find that more than 75% report engaging in job crafting in various forms. Positive, significant correlations are found between episodes of work modification and the variables of self-image, perceived control, and readiness to change.     

Job crafting and job performance: A longitudinal study

In this three-wave study (N = 288), we examined whether job crafting intentions and work engagement led to actual job crafting behaviours and, in turn, to higher levels of prospective work engagement and job performance. We used the Job Demands-Resources model as a theoretical framework and defined job crafting as the self-initiated changes that employees make in their job demands and resources. One month after reporting their job crafting intentions, respondents rated their actual job crafting behaviours. Again one month later, they rated their levels of work engagement, in-role performance, and organizational citizenship behaviour towards individuals (OCBI). Results of structural equation modelling showed that job crafting intentions and work engagement significantly related to actual job crafting, which, in turn, related to higher levels of work engagement, while controlling for job characteristics. Results further showed that engaged employees performed better on their in-role tasks but did not perform more OCBIs. The findings suggest that employees can increase their own work engagement and job performance through job crafting.     

Work motivation and job values among professional men and women: A new accounting

The professional literature is replete with theoretical examples explaining women's “lesser work commitment.” In this study of 208 accountants in one of the “big eight” international public accounting firms there were no significant differences between males and females on any of the components of work motivation measured. That is, women did not appear significantly different from men on any of the motivational variables, in the rewards they valued on the job, or on job characteristics they valued. In general, the “deficit theories” about women workers do not seem to apply to the women accountants under study.