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Changes in the global economic environment in which careers unfold have made the development and use of various career-related resources essential for one's career success. Drawing on the conservation of resources (COR) theory, this study unpacks the relationship between motivational career resources and subjective career success, by detailing a mediating role of job crafting and a moderating role of age. Hypotheses are tested using data gathered in two waves separated by a six-month interval. Results indicated that (a) motivational career resources were positively related to job crafting; (b) job crafting was positively related to subjective career success; (c) job crafting mediated the linkage between motivational career resources and subjective career success; and (d) age moderated the relationship between motivational career resources and job crafting. This study provides novel insights into the intervening mechanism (i.e., job crafting) that elucidates how motivational career resources relate to job crafting. Furthermore, the findings enrich the existing literature by introducing a substantive moderator (i.e., age) in the relationship between motivational career resources and job crafting. [ABSTRACT FROM AUTHOR]

Implementing sustainability is a complex and challenging process that requires the collaboration and commitment of multiple stakeholders within supply chains. Existing research has largely overlooked the role of individual employees who can act as change agents and proactively initiate and facilitate sustainability initiatives. In this paper, we propose a proactive job design perspective to understand how these sustainability champions can balance the demands and resources related to sustainability in and across organizations. We suggest that they can use a combination of self- and partner-focused sustainability regulation strategies to influence the sustainability resources of their supply chain partners and create inter-organizational Job Demands-Resources dynamics that can enhance or hinder sustainability implementation. We develop a set of propositions that can guide future research on this topic and offer practical implications for organizations that want to foster employee proactivity and sustainability in their supply chains. Plain Language Summary Title: Sustainability Champions: How Employees can Redesign their Work Environment to Implement Sustainability in Supply Chains. Plain Language Summary: Although most people agree that sustainability is a critical issue, it appears to be rather difficult to integrate sustainability in supply chains because multiple players have to change their behaviors, it is generally costly, and people lack the resources that are needed to make a difference. In the current paper, we focus on the role of individual employees in this process and describe what they can do to work more sustainably. We propose that employees who operate at the borders of organizations where important sourcing decisions are made may function as sustainability champions that can drive sustainable development from the bottom up. When these actors are motivated to contribute to supply chain sustainability, they can proactively regulate the sustainability demands, such as additional costs or know-how, and the sustainability resources, such as managerial support or autonomy, in and outside their organization. In doing so, they can enable themselves to work more sustainably and stimulate their supply chain partners to do the same. This proactive behavior may eventually trigger a sustainability movement throughout the supply chain in which individuals are simultaneously challenged and supported to generate and share more sustainability resources. Our paper can inspire researchers to conduct research on the role of proactive employee behavior in complex inter-organizational collaborations and support organizations toward the successful implementation of supply chain sustainability. [ABSTRACT FROM AUTHOR]

The increasing demand for flexibility and adaptability among workers underscores the necessity to explore the outcomes of enhanced proactivity in employees. This study explores the role of job crafting and career competencies (i.e., knowing why, knowing how, and knowing whom) in the relationship between boundaryless career orientation and opposite indicators of subjective career success (i.e., work engagement and job insecurity). Data collected on a sample of 1431 Italian workers (75.5% females; Mage = 37.95) were tested using nested models via Structural Equation Modeling. The results provided support for a significant serial mediation pathway from boundaryless career orientation to work engagement and perceived job insecurity through the subsequent role of job crafting and career competencies. This study sheds light on the protective role of a boundaryless career orientation in fueling a proactive attitude to navigate the progressive fading of traditional career paths and employment stability while sustaining workers' engagement. [ABSTRACT FROM AUTHOR]

A degree of task completeness—a consequence of the division of labor and job specialization—might play an important role in employees' motivation to be creative/innovative. While there is no consensus on whether having well-rounded or task-specialized work is optimal for employees' innovative work behavior (IWB), we entertain the possibility that the preferred amount of this job attribute may condition individual reactions to a particular task structure. Moving beyond a traditional fit/misfit perspective of perceiving individuals as passive respondents, we expect that task-identity discrepancy (actual vs desired) triggers an employee to respond proactively by exhibiting job crafting, resulting in more frequent IWB. We test our hypotheses with mediated polynomial regression analyses based on a multi-source time-lagged field study of 184 professionals in a European bank and an experimental study with 81 students at an EU-based university. The results indicate that task-identity incongruence indirectly drives IWBs more than congruence. Specifically, both task-identity overfit (actual > desired) and task-identity underfit (desired > actual) are positively predicting IWB through job crafting as a coping mechanism for employees to adjust their work and unleash the innovative power from the experienced incongruence. [ABSTRACT FROM AUTHOR]

The goal of this study is to determine the function of work engagement as a mediating factor in the relationship between job crafting, task performance, and employability in the hospitality sector. A questionnaire was applied and participants were drawn from 209 hotel employees in İstanbul, and Kocaeli, Türkiye. To test these hypotheses, structural equation modeling was implemented. The findings show that job crafting is linked to employability and task performance positively. Furthermore, this research looks into the role of work engagement as a mediator in the links between job crafting, perceived employability and task performance. The findings reveal that there are considerable indirect effects, implying that work engagement is mediated. Thus, our results suggest that job crafting was a positive predictor of perceived employability and task performance and work engagement has a mediator role between those variables in the hospitality sector. [ABSTRACT FROM AUTHOR]

The collective changes resulting from the COVID-19 pandemic impacting both individual workers and their environment suggest that changes occurred in workers' person-environment fit. Drawing from the Theory of Work Adjustment and job crafting theory to examine how the pandemic may have shifted workers' needs and the environmental reinforcers that lead to satisfaction, the purpose of this study was to explore how members of the U.S. workforce have adapted to the personal and environmental changes resulting from the COVID-19 pandemic. A total of 439 participants were recruited through Prolific to participate in the study. Regression analyses were conducted to predict workers' changes in values, occupational reinforcers, P-E fit, and adjustment styles. Results indicated (a) that participants who changed jobs during the pandemic reported greater job satisfaction with their new position, (b) that some work values changed for participants, and (c) that workers engaged in job crafting and distinct types of adjustment to increase satisfaction during the pandemic. Implications for future research and applications for career development professionals are discussed. [ABSTRACT FROM AUTHOR]

The article examines the relationship between proactive job crafting and workplace happiness in the context of millennials associated with the Indian service sector. This study was conducted with 310 millennial employees associated with IT and ITES, telecom, and banking services. The study used self-reporting questionnaires, and the hypotheses were tested using structural equation modeling. The study highlights the nature of job crafting in a hitherto under-researched sector of the Indian economy. The findings suggest that job crafting has a positive influence on driving employee happiness. Crafting structural job resources predicted millennials' job satisfaction and work engagement. Crafting by seeking social resources and challenging demands was positively associated with commitment and engagement. The study is relevant in the wake of the coronavirus pandemic when organizations are keen to address employee happiness at work. It provides evidence from the Indian service organizations for the implications of adopting job crafting behavior at work to test the adoption of theories developed in the Anglo-Saxon cultures. [ABSTRACT FROM AUTHOR]

Background: Job Crafting is a strategy undertaken by highly motivated individuals to modify their own work. Educating individuals about the benefits of this approach has recently been explored in other professions as a wellbeing intervention. Objective: We aimed to demonstrate that a Job Crafting intervention for health care leaders would result in improved wellbeing, lower burnout, and enhanced job resources. Methods: Fourteen health care leaders across 6 departments at one academic medical center participated in a two-part workshop on Job Crafting between January 1, 2019 and December 31, 2020. Participants completed electronic surveys before and 4-6 weeks after the sessions. Pre- and post-intervention scores were compared using Wilcoxon signed rank sum tests. Results: Eighty-six percent of participants stated the sessions were useful and applicable to their jobs, with 93% stating they were a valuable use of time and would recommend sessions to others. Participant Job Crafting behaviors increased following the intervention, with 46% increasing structural and social resources (P = .03) and 85% decreasing Hindrance Demands (P = .02). Increased meaning in work was identified by 38% post-intervention (P = .04). No statistically significant differences were identified in Distress Scores at high risk for burnout pre- and post-intervention (86% for both), but 30% of participants had an absolute improvement (decrease) in their Distress Score. Conclusions: A Job Crafting intervention was associated with high rates of satisfaction among participants and was successful in increasing Job Crafting behaviors and perceptions of meaningful work, but did not result in a change in risk for burnout in the short follow-up period. [ABSTRACT FROM AUTHOR]

This study adopts a resource perspective to investigate the development of graduates' resource-based employability across a 1-year internship. We examined factors referring to agency (job crafting in the form of crafting challenges and crafting resources) and context (organizational social socialization tactics) as mechanisms contributing to employability development during initial work experiences (internships). Data were collected in Italy from 316 master graduates in psychology at three time points. Longitudinal structural equation modeling results showed that baseline employability was positively associated with job crafting. However, job crafting was only significantly associated with employability at the end of the internship among those reporting high crafting resources and medium-to-high organizational social socialization tactics. Hence, beyond a focus on proactivity only, organizational support and opportunities to form social networks are essential to sustain interns' employability development. [ABSTRACT FROM AUTHOR]

This article extends the discussion of the predictors of job crafting to include small- and medium-sized enterprises (SMEs) working in an information and communication technologies (ICT)-based mobile and multilocational manner. Based on a survey (N = 412) conducted in 43 Finnish SMEs, the job and personal resources-related predictors of approach and avoidance types of job crafting were analysed. From job resources, co-working, multilocality, the resources in the physical work environment, useful ICT and social support predicted the approach types of job crafting. Intrinsic motivation, relatedness and feeling competent as personal resources activated the approach types of job crafting. Drawing on background variables, being a younger firm activated job crafting. Avoidance type of job crafting was predicted positively by the resources in the physical work environment. This article suggests that knowledge about the predictors of job crafting encourages SMEs to activate this practice among its personnel. [ABSTRACT FROM AUTHOR]

Student support practitioners (SSPs) play a key role in supporting at-promise (low-income, first-generation college, and/or racially minoritized) students in higher education. However, delivering such support can lead to stress and burnout when practitioners do not receive commensurate support and flexibility to do their jobs. In this study, we examined how SSPs supported students while fulfilling their needs during the COVID-19 pandemic. Using data collected during 2020 to 2021 as part of a longitudinal study of a comprehensive college transition program at three midwestern universities, we examine how SSPs engaged in job crafting during the pandemic. Our findings reveal that job crafting largely perpetuated and expanded ideal worker norms during the pandemic. Implications from this research suggest the need to consider how to institutionally support job crafting in ways that center the needs of SSPs. [ABSTRACT FROM AUTHOR]

Background: The difficult work conditions of nurses during the coronavirus disease 2019 (COVID-19) pandemic can cause them work alienation. Work alienation is in turn associated with negative consequences such as turnover intention. Therefore, identifying the contributing factors of work alienation is essential. Aim: This study aimed to assess the relationship of work alienation with job crafting and job embeddedness among a group of Iranian nurses during the COVID-19 pandemic. Methods: A total of 332 eligible nurses participated in this descriptive correlational study. The data were collected using a demographic questionnaire, the work alienation measure, the job crafting scale and the global measure of job embeddedness. Results: The mean scores of work alienation, job embeddedness and job crafting were 22.67 ± 6.46 (possible range: 7–49), 21.05 ± 3.65 (possible range: 7–35) and 77.54 ± 11.93 (possible range: 21–105), respectively. Work alienation had a significant inverse correlation with job embeddedness and job crafting. Job crafting and job embeddedness significantly predicted 44% of the variance of work alienation. Conclusions: Around half of the variance of work alienation is explained by job crafting and job embeddedness. Nursing managers can use strategies to improve nurses' job embeddedness and job crafting in order to reduce the probability of their work alienation. [ABSTRACT FROM AUTHOR]

The study aimed to investigate the main effect of leader humility on job crafting and the potential three-way interaction effect between leader humility, trust in leaders, and gender on job crafting. Data were collected from 158 employees in two organizations in South Korea. In order to analyze the proposed hypotheses, we used hierarchical regression analysis and PROCESS macro (Model 3) in SPSS with 5,000 bootstrap samples. The results revealed that leader humility influences job crafting, and the impact of leader humility on task crafting depends on the level of trust. In particular, higher trust between a leader and employee indicates a more positive relationship between leader humility and the employee's task crafting behaviors. Furthermore, a moderated moderation effect was discovered of gender on the two-way interaction effect. The results of this study highlight that leader humility plays an important role for employees' job crafting behavior particularly when they have highly trusting relationships with their leaders. In addition, this study provides a comprehensive understanding of leader humility's effect on job crafting by investigating the role of gender. [ABSTRACT FROM AUTHOR]

As a kind of job characteristic, feedback often occurs in the organization in order to improve employee performance. Based on leadership identity theory, this study developed a conceptual model involving supervisor developmental feedback, job crafting and job performance. the authors then targeted a large manufacturing enterprise in Hunan, China, obtaining 337 valid data using an on-site questionnaire survey. The data was analyzed using a hierarchical linear regression method, showing that supervisor developmental feedback was positively related to job crafting and employee job performance, and this job crafting was positively associated with employee job performance and partially mediated the relationship between supervisor developmental feedback and employee job performance. Managerial implications and directions for further research are discussed. [ABSTRACT FROM AUTHOR]

Job crafting is a method taught by career developers and coaches to workers to help them achieve greater happiness in their jobs. Given its agentic, bottom-up approach, job crafting has become closely aligned with positive psychology. While offering empowerment benefits, job crafting has limitations. Given its almost exclusive focus on individual freedom and control, there is little attention paid to the social context, including structural operations of power within an advanced capitalist economy. Three social science critiques of positive psychology and job crafting are examined, with reference to contemporary career development theory. Practical suggestions are made for how career developers might address these social science critiques to best meet diverse client needs. This involves upholding a commitment to client agency and empowerment, whilst developing and maintaining a critical social awareness. Implications for research on job crafting are also discussed. [ABSTRACT FROM AUTHOR]

Is job crafting relevant for adaptive performance in the absence of managers' effective influence tactics and the presence of ineffective tactics? Based on job demands-resources and conservation of resources theories, we examined whether employee daily job crafting behaviors (i.e., resources seeking, challenges seeking, demands reducing) interact with overall managers' influence tactics during times of organizational change in explaining change outcomes. Twenty-nine hotel employees completed a questionnaire to evaluate their managers' influence tactics, and then a diary for five consecutive workdays to assess daily job crafting behaviors and daily adaptive performance during a large-scale change. Multilevel analyses revealed that daily seeking resources related positively to adaptive performance particularly when specific managers' influence tactics were low. These findings imply that employees compensate for the absence of managers' influence tactics by seeking resources in order to facilitate their own adaptation to organizational changes. [ABSTRACT FROM AUTHOR]

Determining how to stimulate public employees' change-oriented organizational citizenship behavior (OCB) has become a critical issue in both theory and practice. This article draws on the theories of job demands-resources (JD-R), leadership, and public service motivation (PSM) to propose a moderated mediation model to explore how empowering leadership shapes public employees' change-oriented OCB. We conducted a two-wave investigation of 267 public employees in a large metropolitan city in Northern China to test this study's hypotheses. The results show that empowering leadership significantly predicts employees' change-oriented OCB by enhancing job crafting. Furthermore, PSM moderates the relationship between empowering leadership and job crafting. These findings advance our understanding of how to motivate employees' change-oriented OCB from the perspective of empowering leadership in public organizations. [ABSTRACT FROM AUTHOR]

Interest incongruence, or the mismatch between employees' vocational interests and their work environments, tends to induce negative work attitudes and behaviors among employees. Combining conservation of resources theory and person–environment fit research, we propose a mediated moderation model explaining how autonomy support and job crafting mitigate the detrimental effects of interest incongruence on job satisfaction and absenteeism. Using data collected across two time periods from a sample of 428 Chinese employees from diverse occupations, we found that autonomy support buffered the relationships between interest incongruence and job satisfaction and interest incongruence and absenteeism. Moreover, job crafting also had a buffering effect on these relationships and further mediated the moderating effect of autonomy support. We discuss theoretical and practical implications for employees coping with interest incongruence in organizations. [ABSTRACT FROM AUTHOR]

This article presents a combined motivational and volitional intervention based on the theory of planned behavior aimed at promoting expansion-oriented job crafting behaviors. Participants were employees working in different companies, assigned to either an intervention (n = 53) or a control group (n = 55). Results of a field study (including premeasure, postmeasure, and weekly diaries) indicated that the intervention enhanced participants' perceptions of behavioral control referred to job crafting and awareness regarding others' engagement in job crafting. Latent change growth modeling showed that participation in the intervention led to participants shaping their job crafting intentions during the weeks, which translated into more frequent job crafting behaviors at the end of the study period. Besides, the intervention served to trigger weekly work-related flow experiences in terms of high absorption while working. Findings suggest that job crafting interventions can benefit from the inclusion of self-regulatory strategies complementing goal setting. [ABSTRACT FROM AUTHOR]

Drawing on the transactional theory of stress and self-regulation theory, we propose a conceptual framework to examine how change frequency relates to approach or avoidance adaptations. Multiwave, multisource data from a matched sample of 424 subordinates and their supervisors indicate that (a) approach and avoidance crafting mediates the negative relationship between change frequency and adaptivity, (b) the need for human connection weakens the relationship between change frequency and approach–avoidance crafting, (c) the need for control strengthens the relationship between change frequency and approach–avoidance crafting, and (d) change frequency has a weakened (strengthened) indirect effect on adaptivity via approach crafting and avoidance crafting when employees have a high need for human connection (control). This study expands the research on job crafting and adaptivity and provides practical implications for organizations undergoing or soon to undergo changes. [ABSTRACT FROM AUTHOR]

Introduction: Innovative work behavior of nurses is essential to deliver affordable quality healthcare services. Diversity climate and job crafting are a few of the supportive managerial strategies that can be applied to cultivate the innovative capacity of nurses. Objective: Aim for the current study is to: (a) examine the role of diversity climate in cultivating innovative work behavior of nurses directly; and (b) indirectly through job crafting. Methods: For this study data was collected through cross-sectional design employing simple random sampling using structured questionnaires from 283 nurses. Data was analyzed using SPSS.Amos.21. Results: Results revealed the positive influence of diversity climate on innovative work behavior directly (γ = 0.51, p <.001) and indirectly through job crafting (ρ = 0.235, p <.001). Conclusion: The current study revealed that diversity climate significantly influences the innovative work behavior of employees directly and indirectly through Job crafting. Healthcare management can integrate diversity management policies and job crafting techniques in their strategies to foster innovative work behavior of nurses. [ABSTRACT FROM AUTHOR]

Interest incongruence between employees and work environments has been considered as an adverse working condition; however, the way employees cope with it has rarely been explored. Using the conservation of resources theory, the appraisal theory, and the broaden-and-build theory, this study aims to investigate the moderating roles of job crafting and trait positive affect, separately and interactively, in the relationship between interest incongruence and job performance. Data collected from 384 Chinese employees and their colleagues across two time periods supported our hypotheses. Specifically, findings indicated that the relationship between interest incongruence and job performance was weakened when employees were more engaged in job crafting, or for employees with high positive affect. More importantly, a three-way interaction suggested that the detrimental impact of interest incongruence on job performance was especially mitigated when both job crafting and positive affect were high. Future studies should consider the combined roles of employees' proactive behaviors and trait affectivity in improving job performance. [ABSTRACT FROM AUTHOR]

Existing research has indicated the direct effect of perceived overqualification on job crafting, but little is known about the underlying mechanisms and processes through which this occurs. Drawing on motivation and capability-based approaches, we proposed and examined how employees' perception of their overqualification would influence job crafting by increasing workplace anxiety. Furthermore, we employ emotion regulation literature to predict that reappraisal will mitigate the negative effects of workplace anxiety on job crafting. Using a sample of 1,112 workers from China, our findings showed that (1) perceived overqualification was positively associated with job crafting; (2) perceived overqualification was positively associated with workplace anxiety, which in turn reduced job crafting; and (3) reappraisal emotion regulation weakened the detrimental effect of workplace anxiety on job crafting. Based on these findings, we discussed theoretical and practical implications. [ABSTRACT FROM AUTHOR]

Job crafting refers to the myriad ways employees customize their jobs, such as by altering their tasks and social interaction at work. Numerous scholars over the past 20 years have remarked on the overall need to better understand the role of time in job crafting. However, the literature has not considered how employees think about time, or, relatedly, how they use and manage it—and why this might matter for job crafting. To address these unresolved issues, the current paper develops a conceptual model of individual-level, time-related characteristics that shape employees' engagement in job crafting and the effects of job crafting efforts on their well-being. We first review the prevailing understanding of time in job crafting research: merely operating as a medium for change, in the background. We then introduce our new conceptualization of time as central to job crafting—as temporal characteristics of the job crafter —and develop a conceptual model in which time-related constructs play a key role in influencing job crafting and its effects. Our model proposes that employees' career stage, as well as their polychronicity preference and temporal focus, predicts engagement in job crafting, whereas employees' time management and time urgency act as key moderators that shape the implications of job crafting for employees' well-being. By theorizing on time in job crafting, our model thus contributes to understanding relevant antecedents and outcomes of job crafting. We conclude our paper by offering an agenda for future research to further incorporate the role of time in job crafting. [ABSTRACT FROM AUTHOR]

Managing turnover is an essential human resource practice. One of the modern approaches that could have the potential to increase staff retention is the stimulation of employees' job crafting, the set of changes regarding job demands and job resources that employees proactively make. Based on self-concept theory, we expected meaningful work and work engagement to serially mediate the negative relationship between job crafting and intent to leave. A cross-sectional study was conducted on a sample of 235 Romanian employees who responded to questionnaires about all variables. The mediation hypotheses were tested with bootstrapping procedures using structural equation modeling. Meaningful work and work engagement serially mediated the negative link between job crafting and intent to leave. Our results suggest that implementing job crafting interventions could reduce employees' intentions to leave the organization. Future studies could verify whether these interventions may represent a new management practice to effectively control turnover. [ABSTRACT FROM AUTHOR]

Crisis situations may render some roles meaningless or modify the meanings of existing roles. In general, employees participate in job crafting to alter or redefine their tasks and relationships to enhance their meaningfulness. Drawing on Weick's sensemaking theory, this article explores how nurses working directly with COVID-19 patients participate in job crafting amid a pandemic crisis. It proposes an iterative conceptual framework in which sensemaking via the cycle of enactment, selection, and retention informs job crafting, thus contributing to emergent organizing. This enactment of emergent organizing provides fodder for further sensemaking, which highlights the symbiotic relationship between sensemaking and job crafting. Practically speaking, in order to facilitate sensemaking, job crafting, and organizing, management must acknowledge and impart flexibility, and must be open to impromptu thinking by nurses. [ABSTRACT FROM AUTHOR]

What does having power mean, not for, but to an individual at work? In this article, we focus on the individual's concerns and experiences in the work setting and discuss how individuals conceptualise and construct their own power at work. This perspective is important due to its corresponding implications for how individuals choose their jobs, how they show proactive work behaviours and how they are engaged in power relations in organisations. In-depth interviews with 11 participants were subjected to interpretative phenomenological analysis and key themes were identified to explain how these individuals cognitively, socially and operationally crafted their 'own' versions of power in their organisations. Despite the idiosyncratic similarity among the participants, our analysis revealed a clear divide: 'position-based power holders' and 'territory holders'. We first present our findings and results with interview excerpts and implications drawn from the emergent themes based on participant accounts. Next, we focus on two individual cases to explain how these individuals identified themselves as power holders within their own organisational contexts. Finally, we discuss our findings in association with other theoretical frameworks and concepts including the meaning of power, the organisational context and proactive work behaviours. [ABSTRACT FROM AUTHOR]

This study examines the link between protean career and boundaryless career attitudes and subjective career success. We propose that employees with protean and boundaryless career attitudes are more likely to engage in job crafting behavior, ultimately leading to career commitment and career satisfaction. Data from 321 business professionals working in France revealed that protean and boundaryless career attitudes predict subjective career success in the form of career commitment and career satisfaction through job crafting. The data also revealed a serial mediation pathway whereby protean and boundaryless career attitudes positively predicted job crafting behavior, which lead to stronger career commitment and increased career satisfaction. These results highlight the importance of job crafting behavior as an important, yet unexplored work-related phenomenon with significant organizational implications. [ABSTRACT FROM AUTHOR]

The Problem. Everything we know and understand about flexible work arrangements (FWAs) revolves around extant research exploring the effects and effectiveness of FWAs based on samples in which organizations and/or employees freely adopted their use. In a post COVID-19 world, organizations implemented FWAs and employees who may not have been prepared for or desired such arrangements. This has resulted in implementing FWAs in situations where the job, culture, or person does not "support" FWAs. The Solution. We suggest the economic uncertainty of the ongoing COVID-19 pandemic should shift Human Resource Development (HRD) attention to managing the organizational climate of work and work expectations, specifically with regard to FWAs. We discuss how HRD practitioners can help, specifically by preparing managers for enhanced communication and feedback, as well as through supporting employee development via proactive job crafting, to better prepare managers and workers to accept and flourish in FWAs both short and long term. The Stakeholders. The stakeholders for this article include decision-makers in organizations interested in driving success through long-term initiatives rooted in developing human capital. In addition, this article should resonate with HRD professionals interested in working with managers and employees to systematically build sustainable FWA systems. [ABSTRACT FROM AUTHOR]

This study examined the effects of job crafting on the work meaningfulness and work engagement of project participants of different ranks. Although previous research has shown that job crafting affects employees’ work outcomes, this topic is under-researched in project management settings. Our findings indicate that work meaningfulness partially mediates the relationship between job crafting and work engagement in the case of project team members and fully mediates it in the case of project managers. They suggest the necessity to apply different means to influence productive project behaviors of the two groups studied. These may include, in particular, changing the approach to job design of project team members and focusing on team job crafting work to build more opportunities to job craft. [ABSTRACT FROM AUTHOR]

This work focuses on how mixed feelings serve adaptive functions in organizational change. Failing to recognize that attitudes to change may involve both positive and negative evaluations of the change at the same time may affect change implementation. This article explored the relationship between ambivalence to change and adaptive performance in the context of an acquisition using a diary study. We also examined work engagement and job crafting as specific conditions under which ambivalence can lead to adaptive or nonadaptive courses of action. Our results showed that the relationship between ambivalence to change and adaptive performance is positive but not robust. We uncovered two conditions that increase ambivalent employees' chances to adapt to organizational change: (1) either employees display high work engagement or (2) they display high reducing demands and low seeking resources. Analyses of change recipients' reactions beyond dichotomous ones and their mechanisms will better inform practitioners and researchers. [ABSTRACT FROM AUTHOR]

This study examined the relationships between preretirement job-related psychosocial factors (i.e., generativity opportunities, workplace incivility, and relational job crafting) and older workers' bridge employment intentions, as well as the mechanism (i.e., work meaningfulness) underlying these relationships. A sample of 384 nurses who were 50 years old or older was used to test the hypothesized relationships. The results indicated that workplace incivility and relational job crafting, but not generativity opportunities, were significantly and directly related to bridge employment intentions. The associations of workplace incivility and relational job crafting with bridge employment intentions were partially mediated by work meaningfulness, and the relationship between generativity opportunities and bridge employment intentions was fully mediated by work meaningfulness. Implications of these findings and future directions were discussed. [ABSTRACT FROM AUTHOR]

The actions that individuals take to proactively craft their jobs are important to help create more meaningful and personally enriching work experiences. But do these proactive behaviors have implications beyond working life? Inspired by the suggestion that individuals aim for a meaningful life we examine whether on days when individuals craft their jobs, they are more likely to craft non-work activities. It also seems likely that characteristics of the home environment moderate these cross-domain relationships. We suggest that crafting crosses domains particularly when individuals gain resources through high autonomy and high workload at home. We partly supported our model through a daily diary study, in which 139 service sector employees from six European countries (Belgium, Denmark, Germany, Netherlands, Spain, UK) reported their experiences twice a day for five consecutive workdays. Home autonomy and home workload strengthened the positive relationship between seeking resources at work and at home. Moreover, home autonomy strengthened the positive association between seeking challenges at work and at home, and the negative relation between reducing demands at work and at home. These findings suggest that the beneficial implications of job crafting transcend life boundaries thereby providing advice for how individuals can experience greater meaning in their lives. [ABSTRACT FROM AUTHOR]

Job boredom is a common experience at work; however, it has been neglected in research and practice compared to other well-being states. Based on the person-job fit theory, this article aims to examine the association between employees' perceived overqualification and job boredom, analyzing potential moderators. In Study 1, we analyzed job crafting as a moderator using a sample of 832 employees from different organizations in Puerto Rico. Results supported the relation between employees' perceived overqualification and job boredom but did not support the moderating effect of job crafting since only two dimensions (i.e., increasing structural resources and increasing challenging demands) significantly moderate this association in an opposite direction. In Study 2, we analyzed the moderating role of meaningful work with a sample of 394 employees. Results supported the moderating effect of meaningful work on the relation between employees' perceived overqualification and job boredom. While job crafting dimensions of increasing structural resources and increasing challenging demands strengthen or have little effect on reducing the association between employees' perceived overqualification and job boredom, meaningful work buffers this effect. These findings suggest that organizations must provide opportunities for employees to find meaning in their jobs. Additional research is needed to understand the role of job crafting to reduce job boredom. [ABSTRACT FROM AUTHOR]

A Rasch validation was performed on the Tims, Bakker, and Derks's Job Crafting Scale (JCS) in the South African working context. The JCS, which has been linked to employee well-being and career-related outcomes, continues to be the most widely used measure of job crafting behavior. Data obtained from the JCS generally showed good fit to the Rasch model. Four items were flagged during the analysis for displaying misfit (1 item) or differential item functioning (3 items), warranting further research attention. The study disclosed the dimensionality of the JCS, the hierarchical ordering and fit of the items, the functionality of the response format, and the ability of the JCS to measure invariantly across men and women, yielding new and interesting insights into the psychometric properties of the scale. The study contributes to research concerning the validity of the JCS in a non-European context, particularly through the use of Rasch analysis as a validation technique. [ABSTRACT FROM AUTHOR]

Relationships outside of work impact employee effectiveness at work. But how do we explain this? Our study focuses on the guanxi relationship in China. This is based on close personal ties between supervisors and subordinates initiated outside the workplace. Drawing on conservation of resources theory, we develop a model that explains how supervisor–subordinate guanxi constitutes a social resource that spills over into the workplace and impacts subordinates' job resources (including autonomy, support and development at work), job crafting (proactive behaviors aimed at increasing resources and reducing demands) and job performance (task performance and organizational citizenship behavior). Our model was tested on a sample of 406 subordinates and their supervisors from seven manufacturing organizations in China. The results of a multilevel path analysis indicate that high-quality guanxi relations with supervisors facilitate subordinates' job resources, job crafting behaviors and organizational citizenship behavior at work. In addition, job resources mediate the relationship between supervisor–subordinate guanxi and job crafting, and job crafting mediates the relationship between supervisor–subordinate guanxi and subordinate task performance and organizational citizenship behavior. Overall, our research highlights the importance of externally-generated guanxi between subordinates and supervisors and the mechanisms that contribute to improving employee performance in the workplace. [ABSTRACT FROM AUTHOR]

Human resource (HR) flexibility builds employees' flexibility to create new meanings in their jobs, contributing to the flexibility and dynamism of their team and organization. The primary research aim is to seek an insight into the relationships between HR flexibility and job crafting at both individual and team levels via knowledge sharing as a mediator. The data for variables in the research model were garnered from public employees and their supervisors from public legal service organizations in Vietnam context. The research results supported the positive links between HR flexibility and individual as well as collective job crafting through the mediating mechanism of knowledge sharing. HR flexibility also demonstrated the interaction effect with public service motivation in predicting knowledge sharing among public employees. [ABSTRACT FROM AUTHOR]

Although work design is a significant theoretical foundation of human resource development (HRD), it has garnered little attention from researchers in the HRD field. To help remedy this oversight, we review job crafting, which is one of the most recent and significant work design theories. After reviewing 28 empirical studies examining the relationship between job crafting and performance, we discuss future research possibilities and implications for HRD theory and practice. As job crafting has been shown to have a positive relationship with performance, we encourage HRD researchers and practitioners to extend their understanding and application of job crafting. [ABSTRACT FROM AUTHOR]

Change recipients are not just negative and passive, but positive and active shapers of organizational change; we draw on job crafting to reflect positive and proactive behaviors individuals display in their changing work environment. Drawing on job crafting and organizational change theory, this study proposes a conceptual framework that links change-specific context factors to job crafting as a form of change proactivity. These factors provide the impetus for change recipients to engage in job crafting, a relationship that is moderated by individual differences and situational factors. Job crafting is also related to organizational and individual outcomes. We test these relationships using data collected from teachers shortly after a major policy change was announced in Germany’s public education sector. This study provides new insights into the antecedents and outcomes of job crafting, while offering a positive framing of change recipients as positive and active shapers during organizational change. [ABSTRACT FROM AUTHOR]

This article describes a 12-month qualitative study that analyzes how a company’s transition to component content management (CCM)—a set of methodologies, processes, and technologies that allows working with texts as small components rather than complete, static documents—influences the work motivation of its technical communicators. The analysis is based on actor-network theory and the theories of work motivation from economics. When technical communicators felt that CCM’s only focus was efficiency and savings and that they were not recognized and connected to the fruits of their labor, their motivation decreased. But their motivation increased when they were engaged in job crafting—reshaping their understanding of the fruits of their labor and gaining recognition through prosocial behavior. [ABSTRACT FROM AUTHOR]

The main objective is to study the effects of job crafting activities of elder care and nursing home employees on their perceived well-being and quality of care in two European countries, Spain and Sweden. The Job Crafting, the General Health, and the Quality of Care questionnaires were administered to 530 employees. Correlations and hierarchical regression analyses were performed. Results confirm the effects of job crafting on quality of care (r = .291, p < .01; β = .261, p < .01; ΔR2 = .065, p < .01) and employees’ well-being (r = .201, p < .01; β = .171, p < .01; ΔR2 = .028, p < .01). A positive linear relationship was found between job crafting and well-being in Spain and Sweden and with quality of care in Spain. On the contrary, in Sweden, the relationship between job crafting and well-being was not linear. Job crafting contributes significantly to employees’ and residents’ well-being. Management should promote job crafting to co-create meaningful and productive work. Cultural effects are proposed to explain the differences found. [ABSTRACT FROM AUTHOR]

For professionals working in demanding environments, the negotiation of part-time or workload reduction idiosyncratic deals (i-deals) may be challenging, with negative consequences for career progression. Yet there are few studies of part-time i-deals specifically, or empirical studies of their development process. This article examines the process of achieving a part-time i-deal, drawing on interviews with 39 part-time professionals in two organizations, each located in the UK and the Netherlands. The article makes two contributions to i-deal theory: first, it defines the four elements of a new category of ‘reduced time and workload’ i-deal for professionals (perceived suitability of the work, schedule, workload, and career impact); and second, it refines Rousseau’s model of the development process, by adding an initial ‘private consideration’ of options stage, where the feasibility of working part-time is evaluated against alternatives including remaining full-time, or leaving the organization. Third, it identifies as structural constraints two work practices designed for full-time professional work in demanding environments: the routine expectation of unpredictability, and the absence of substitutability in resourcing. Fourth, it shows how, post-negotiation, professionals use informal job crafting, both individual and collaborative, to try to overcome these constraints. The implications for achieving flexible and sustainable careers are discussed. [ABSTRACT FROM AUTHOR]

Job crafting represents the bottom-up process of change employees make in their work boundaries and plays an important role in the management of organizational change. Following the socially embedded perspective, we examine the roles of job autonomy, social skill, and employee status in predicting job crafting. Study 1 with a sample of 509 part-time employees found that job autonomy and social skill not only directly but also interactively influenced job crafting. Study 2 with a sample of 564 full-time employees further revealed that job autonomy had a stronger impact on job crafting when employee status was high, but for those with a high level of social skill, job autonomy influenced job crafting regardless of the level of employee status. Our results suggest that managers and change agents can promote job crafting for organizational change by enhancing employees’ ability to interact with others effectively, along with the increase of job autonomy. [ABSTRACT FROM AUTHOR]

Though the positive association between well-being and professional identity among employees is well-document, the internal mechanism underlying this association is known little. Guided by self-determination theory (SDT) and the job demands-resources (JD-R) model, this study examined the roles of job crafting and work engagement in mediating the association between professional identity and workplace well-being. We surveyed 2090 teachers (including Primary, Middle, and High School teachers) (M age = 39.42 years; SD = 8.72). Teachers completed a series of questionnaires, such as the Teachers’ Professional Identity Scale, Employee’s Workplace Well-being Scale, Job Crafting Scale, and Utrecht Work Engagement Scale. We controlled age, teaching age, and gender covariates to get conservative predictions. Multiple mediation analyses were utilized in this study to prove that: (a) professional identity was positively linked to workplace well-being; (b) both job crafting and work engagement take mediator roles in associating the relationships between professional identity and workplace well-being; and (c) a serial indirect pathway (professional identity → job crafting → work engagement → workplace well-being) emerged. These findings explore the factors that affect well-being and point to potential ways in enhancing teachers’ workplace well-being even when the task is severe. [ABSTRACT FROM AUTHOR]

While servant leadership is widely recognized as a people-oriented management style, little attention has been directed to understand the positive outcomes of servant leadership on different stakeholders in the hospitality context. This research examines the mediating role of employee job crafting in the relationship between servant leadership and individual employees' interpersonal citizenship behaviors directed at both internal and external stakeholders. Multisourced survey data collected from 238 hotel employees in 38 teams revealed that the effects of servant leadership on individual employees' citizenship behaviors directed toward leaders, coworkers, and customers were mediated by employee job crafting. [ABSTRACT FROM AUTHOR]

Whenever individuals adapt their jobs to make them closer of their personal preferences, they are performing job crafting. This study aims to investigate if the way nurses perceive their leaders’ behaviors is related with job crafting development. To do so, a quantitative analysis was conducted among a group of 325 Portuguese nurses. Results indicate that the perception of an empowering leader was found to be strongly related with the increase of challenges in the work environment, and with the development of stronger relations with direct managers and co-workers, which are two job crafting dimensions. The perception of a directive leader was found to be positively related with the avoidance of performing hindering tasks. Strengthening relations with direct managers and co-workers was found to be particularly related to leadership perception. Theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]

Because job crafting research proposes that individuals alter jobs on their own, there is an open debate on how others influence an individual’s job crafting. Whereas previous research has recognized that incumbents engage in job crafting depending on the characteristics of their own job, this study shows that job crafting depends on the job characteristics of the incumbents’ network contacts, meaning all employees in the organization with whom the incumbents frequently communicate about task-related issues. Applying role theory, the article theorizes that network contacts act as role senders who affect job crafting because they communicate role expectations that vary as a function of their own task activities. Key empirical findings show that contacts’ autonomy and contacts’ feedback from the job positively affect job crafting, whereas contacts’ task significance exercises a negative effect. The findings further show that the effect of job crafting on performance depends on the central position occupied by the incumbent in the network of relationships. When designing jobs, managers should therefore not only consider the tasks of each single incumbent but also the tasks of the people connected to him or her. [ABSTRACT FROM AUTHOR]

A mixed methods approach was applied to examine the effects of a naturally occurring teamwork intervention supported with training. The first objective was to integrate qualitative process evaluation and quantitative effect evaluation to examine how and why the training influence intervention outcomes. The intervention (N = 328) was supplemented with four training conditions (no training, team member training, team leader training, and a combination of training types). The second objective was to examine whether different training conditions support team member training in isolation, but not in combination, led to positive outcomes. The integrated analysis of qualitative and quantitative data indicated that a number of contextual factors interacted with training experiences and outcomes to influence the success of team intervention. [ABSTRACT FROM AUTHOR]

Despite the emerging interest in the job crafting construct, researchers know little about its dimensions and their potential benefits for organizations. In a quantitative investigation, using a self-report questionnaire among a group of 189 Portuguese nurses and nursing assistants, we analyze how job crafting can be strongly related to workers’ sense of calling and turnover intention. The results indicate that sense of calling totally mediated the negative relation between the increase in challenging job demands and turnover intention. Although traditional assumption is that a sense of calling leads workers to craft their jobs, we theorize about the potential reverse path, given that our results support the possibility that sense of calling may be triggered when workers increase their own challenging job demands. We recommend further research to provide additional insight into job crafting formation mechanism. [ABSTRACT FROM AUTHOR]

As a proactive behavior, job crafting refers to changes in the task (cognitive, and behavioral) and social boundaries at work. This article focuses on antecedents of job crafting and the development and validation of a job crafting scale. In Study 1 (N = 466), an exploratory factor analysis with one half of the sample (n = 233) and a confirmatory factor analysis with the other half (n = 233) supported a three-dimensional structure of job crafting (task crafting, relational crafting and cognitive crafting), and convergent as well as discriminant validity of job crafting, in relation to personal initiative and organizational citizenship behavior. In Study 2 (N = 118, two points of measurement), we cross-validated the measure and demonstrated that job crafting was related to, yet distinct from, taking charge. We found that an increase in job crafting at Time 2 was predicted by need for positive self-image (Time 1), as well as by work experience (Time 1). Need for human connection (Time 1) was related to job crafting at Time 2 when self-efficacy was high. Moreover, there was evidence that job crafting as self-oriented behavior related positively to person–job fit. Implications for future research are discussed. [ABSTRACT FROM AUTHOR]