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Organizations utilize self‐regulation promoting interventions to empower employees in managing challenges and resources autonomously. However, there is limited understanding of how these interventions impact employee task performance and innovative behavior, as well as which processes are critical for their effectiveness. Therefore, a field experiment was conducted to examine the effects of two self‐regulation promoting interventions—the Productivity Measurement and Enhancement Systems intervention (ProMES), a job crafting intervention, and their combination—on individual employee performance and innovation through selected process variables. We collected data before, during, and after the interventions over 16 weeks among 123 employees across three experimental and one control group. Consistent with predictions, participants of the ProMES intervention reported a higher level of perceived team climate, which consequently contributed to greater individual innovative behavior. Participants in the job crafting intervention exhibited an increase in job crafting behaviors, which consequently increased innovative behavior and task performance. Unexpectedly, the combined intervention yielded negative effects on both innovative behavior and task performance. The findings suggest that while self‐regulation promoting interventions increase favorable outcomes through different mechanisms their combination may impair relevant processes and, more generally, overwhelm employees. [ABSTRACT FROM AUTHOR]

Despite the importance of a thriving workforce in sustaining organizational success, prior research pays little attention to how individualized human resource (HR) practices can help individual employees to thrive at work. Drawing on the theoretical underpinnings of conservation of resources theory, we investigate whether, how, and when development idiosyncratic deals (i‐deals) can contribute to individual thriving. We contend that possessing development i‐deals will motivate individuals to engage in approach job crafting, which in turn promotes their experience of thriving at work. We further contend that high‐quality leader–member exchange will enhance the function of development i‐deals in triggering approach job crafting and subsequent thriving experiences. Results from a two‐wave survey involving 278 managers in a pharmaceutical firm in China and a three‐wave survey among 178 managers working in various organizations in the UK support our hypotheses. Our findings provide new insights for practitioners seeking to design customized HR practices to support a thriving workforce. [ABSTRACT FROM AUTHOR]

Employees often change various aspects of their jobs to their liking (i.e., job crafting), yet little is known about how different aspects of supervisor–subordinate fit influence this behavior. This paper investigates the extent to which supervisor adaptive personality predicts subordinate job crafting and the complex processes that affect this relationship. We found (1) there is a positive relationship between supervisor adaptive personality and subordinate job crafting, (2) subordinate need for autonomy fulfillment mediates this relationship, and (3) the indirect effect of supervisor adaptive personality on subordinate job crafting (via subordinate need for autonomy fulfillment) is stronger when there is high supervisor–subordinate value-congruence. We conclude that organizations can develop selection tools that can assess supervisors' adaptivity, making them enablers of employee-oriented changes that create more opportunities for workplace challenges, growth, and engagement. [ABSTRACT FROM AUTHOR]

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]

Objective: To assess the effects of the nurse–manager dualistic intervention (NMDI) program on work engagement and job crafting of ICU burnout nurses. Background: Work engagement is crucial for nurses' job performance and quality of clinical care. Personal and work resources are important antecedents of work engagement. However, few intervention studies focused on improving nurses' personal and work resources to promote work engagement and job crafting of burnout nurses. Methods: This was a quasi‐experimental study. One hundred and two ICU nurses from two tertiary hospitals in Shandong Province were recruited. Forty‐two ICU nurses from one hospital were set as the intervention group and underwent NMDI. Sixty ICU nurses from the other hospital constituted the control group, which received routine occupational health guidance from the hospital. Demographic characteristics, burnout, work engagement, and job crafting were collected at baseline (T0), postintervention (T1), and 3‐month postintervention (T2). Results: Compared to baseline, both work engagement and job crafting scores increased in the intervention group at postintervention (T1). At postintervention (T1), work engagement and job crafting were significantly higher in the intervention group than in the control group (βworkengagement = 3.894, p = 0.016 and βjobcrafting = 6.104, p = 0.010), but the difference between the two groups was not significant at the 3‐month follow‐up (βworkengagement = 3.618, p = 0.066 and βjobcrafting = 3.554, p = 0.15). Conclusion: The NMDI program can significantly improve ICU burnout nurses' work engagement and job crafting. Nevertheless, the sustainability of these effects over time has been found to be limited, indicating that future research needs to explore and implement strategies to bolster the long‐term efficacy of this intervention. Implications for Nursing Management: Nurse managers are suggested to integrate the NMDI program into routine nursing management. Managers ought to prioritize appreciative and constructive dialog between themselves and nurses in order to support nurses in inquiring personal and work resources and encourage nurses to develop work plans to utilize resources. This will help to increase nurses' engagement and job crafting. Trial Registration: ClinicalTrials.gov identifier: ChiCTR2100047974 [ABSTRACT FROM AUTHOR]

What constitutes meaningful work in contexts associated with routines and low-skill work, such as grocery stores? And how do workers contribute to making their work meaningful in such contexts? We expand the conception of meaningful work beyond meaning in terms of significance found in the job crafting literature. Employing a phenomenological sensemaking perspective on data material combining participatory observations in a grocery store and in-depth interviews with employees, we find that store workers continuously engage in work aimed at maintaining the technical material, and social order of the store, that is ongoingly ‘micro-disturbed’ by customers who, e.g., pick groceries from shelves, ask for assistance and sometimes shoplift. Sensitized by this phenomenological sensemaking perspective, we also demonstrate how this ‘maintenance work’ manifests as cognitive and behavioral (practical) crafting and clarify their intertwined nature, a previously unresolved conceptual puzzle in the job crafting literature. [ABSTRACT FROM AUTHOR]

As the modern workforce is increasingly aging and age-diverse, helping older workers maintain a positive state at work is theoretically and practically imperative. Due to the heterogeneity of individuals' aging trajectories, self-initiated job crafting may be a more effective approach for older workers to manage their roles. However, limited research has addressed this critical issue systematically. Drawing on the job demands–resources model and conservation of resources theory, we examine whether role overload, skill training, and their joint effect influence older workers' job crafting behaviors, which, in turn, increase their work engagement. Our results from a multi-wave study provide support for the significant influence of role overload, skill training, and their joint effect. Specifically, role overload facilitated older workers' negative crafting behaviors (i.e., reducing demands), and skill training stimulated their positive crafting behaviors (i.e., seeking resources and seeking challenges). The results of the interaction between role overload and skill training indicated that when older workers have access to adequate skill training, role overload positively influences seeking resources and seeking challenges, and negatively influences reducing demands. Furthermore, the interaction between role overload and skill training influenced older workers' work engagement through seeking resources and seeking challenges. [ABSTRACT FROM AUTHOR]

Career maturity reflects an individual's readiness to make age-appropriate career decisions. Previous studies on career maturity mainly focus on specific groups and occupations, such as nurses and students, and on the career maturity that has been gradually improved by individuals due to physiological development. This paper believes that the increase of career maturity is accompanied by the whole career of individuals. Therefore, it is imperative to explore the development of career maturity from the psychological perspective in more work scenarios. Based on the Conservation of Resource Theory and the Job Demands-Resources Model, the present study explores the relationship between career maturity and job satisfaction and the underlying mechanisms involved. Analysis of two waves of time-lagged data (N = 443) showed that there was a significant positive correlation between employees' career maturity and job satisfaction; Job crafting mediated the relationship between career maturity and job satisfaction; Openness personality trait moderated both of the effect of career maturity on job crafting and the indirect effect of career maturity on job satisfaction through job crafting, such that both of the effects were stronger for employees with higher levels of openness. Theoretical and practical implications are also discussed. [ABSTRACT FROM AUTHOR]

Increases in the technological availability of the digital workplace and shifting expectations after the COVID-19 quarantines in 2020–2021 have caused a significant increase in institutional capacity, and employee expectation of flexible work options in higher education. An analysis of institutional practices and experiences of higher education employees is needed to build a scant body of research on the topic and guide higher education leadership as they engage in policy development. By better understanding what workers in higher education value, leadership can more accurately assess and improve crucial organizational practices and policy through work flexibility such as recruitment, retention, and employee satisfaction. In this study, interviews with academic advisors representing 16 different Association of American Universities (AAU) institutions were conducted to better understand how employees define work flexibility, its meaning to them as employees, and how it impacts them as individuals. Our study revealed four primary themes centered on how higher education employees want the ability to customize their role, be treated with compassion, feel trusted in the workplace, and have clarity around work flexibility expectations. [ABSTRACT FROM AUTHOR]

This study aims to test and analyze the influence of employee job crafting and self-efficacy to increase work engagement and improve employee performance. 126 respondents of PT Lestari Banten Energi were selected for the study. The measurement model test in this study was carried out. The structural model was evaluated using R-square for the dependent variable, the Stone geisser Q-square test for predictive relevance, and the t-test to assess the significance of the structural path parameter coefficient. The results showed that (1) there is a positive and significant influence of job crafting on the work engagement of employees, so that the higher the job crafting of employees owned, the better the performance will be. (2) There is an influence of work engagement on the performance of employees because the Tstatic (3,957) > Ttable (1.96) and Pvalue (0.000) sig (0.05) values. (3) There are two factors that mediate the positive influence of the two factors: (1) job crafting, (2) work engagement, and (3) work engagement. [ABSTRACT FROM AUTHOR]

Algorithmic management, as a digital management tool in the gig economy, has become a hotspot of concern at the intersection of theory and practice. However, there is a lack of research on the mechanisms and boundary conditions through which algorithmic management affects gig workers' job crafting. Based on the social information processing theory, this study constructed a dual-mediation model of how algorithmic management influences gig workers' job crafting through gameful experience and perceived job autonomy. Data from 687 valid samples were collected through a two-stage survey and statistically analyzed using structural equation modeling (SEM). The results demonstrate that algorithmic management increases gig workers' promotion-focused job crafting behaviors (increasing job resources and challenging job demands) by stimulating their gameful experiences and increases gig workers' prevention-focused job crafting behaviors (decreasing hindering job demands) by inhibiting their perceived job autonomy. In addition, the higher-order personality trait core self-evaluation moderates the relationship between algorithmic management and gameful experience and perceived job autonomy, as well as the indirect effects of algorithmic management on job crafting through gameful experiences and perceived job autonomy. This study advances empirical research on algorithmic management in the field of the gig economy and human resource management practices. Crucially, it provides practical insights for optimizing algorithmic systems in platform companies, potentially enhancing their efficiency and economic benefits. [ABSTRACT FROM AUTHOR]

Increasingly many individuals are expected to combine informal caregiving with paid jobs. We assume that individuals may aim for reconciliation of both by engaging in job crafting, which concerns making adjustments to tasks, relations and cognitions regarding their jobs. This research note presents a qualitative study that aims to explore the experiences of individuals who combine informal caregiving with paid work, with respect to how they craft their jobs because of caregiving. Informal caregivers (19 individuals) were interviewed. After reading the interview transcripts, a preliminary coding tree was entered into NVivo 12. Iterations of examining its fit with the data, adapting and re-examining resulted in the final coding tree. Informal caregivers reported: seeking recognition and understanding by workplace stakeholders (relational crafting), adjusting work schedules, environments and tasks on a day-to-day basis (which includes task and cognitive crafting), preventing a work overload (this covers task and relational crafting) and focusing on how paid work and informal care can reinforce each other (this includes cognitive crafting). The results suggest that individuals use job crafting to combine caregiving and work. As such, job crafting by informal caregivers needs attention of researchers to investigate its preconditions and outcomes. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to attempt to put forward a nuanced conceptual framework to develop a better understanding of the relationship between job crafting and employees' turnover intention, by bringing in "social exchange theory" perspective and proposing the mediating role of perceived organizational support (POS). Design/methodology/approach: An extant review of literature was undertaken to identify and summarize the relevant findings on the topics of job crafting, POS and turnover intention, which further led to the development of hypotheses and the conceptual framework. Findings: Results indicate that job crafting has a significant relationship with turnover intention with POS as an underpinning variable. Practical implications: This study generates actionable insights and suggestions for the business leaders and practitioners, which can help them in handling the problem of rising employee turnover in today's era marked by evolving attitudes and mindsets of the employees, along with the catalytic effects of pandemic and "Great Resignation". Insights generated in this study for reducing dysfunctional employee turnover would have a stabilizing effect and lead society and business towards sustainable growth. Social implications: Insights generated in this study for reducing dysfunctional employee turnover would have a stabilizing effect and lead society and business towards sustainable growth. Originality/value: This study is original in three ways. Firstly, the study introduces a unique perspective by putting forward a conceptual framework nestled in the social exchange theory. Secondly, to the best of the authors' knowledge, it is the first study to examine the role of POS as a mediator in the association between job crafting and turnover intention. Thirdly, by proposing POS as an outcome of job crafting, this study suggests a reciprocal relationship between job crafting and POS. [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]

Summary: Despite an extensive body of research on job crafting, our understanding of how bottom‐up job crafting behaviors interact with top‐down job design in influencing employee effectiveness remains limited. Drawing on conservation of resources theory, we developed and tested a theoretical framework to examine the implications of daily promotion‐ versus prevention‐oriented relational job crafting on employees' energy and subsequent task performance, in the context of relational job design (i.e., task interdependence). To test our theorizing, we conducted two experience‐sampling studies over 10 workdays with full‐time employees across various organizations (Study 1: Nday‐level = 845, Nperson‐level = 126; Study 2: Nday‐level = 793, Nperson‐level = 108). Multilevel path modeling indicated promotion‐oriented relational job crafting was positively associated with subsequent task performance by increasing energy levels (Study 2), particularly when task interdependence was low (Study 1). In contrast, prevention‐oriented relational job crafting was energy depleting in low‐task‐interdependent contexts (Study 2) but increased employees' energy in high‐task‐interdependent contexts (Study 1). Our findings suggest different forms of day‐to‐day relational job crafting behaviors are relevant for employees' energy and performance, but their effectiveness may depend on the relational job‐design context. [ABSTRACT FROM AUTHOR]

Aim: To identify subtypes of job crafting among Chinese nurses and to explore the characteristics of different subtypes and their relationship with work engagement. Design: A cross‐sectional study. Methods: A survey of 350 clinical nurses was conducted between December 2022 and January 2023. Identify profile categories for nurses' job crafting using a latent profile analysis. Logistic regression and ANOVA were used to explore the characteristics of different categories of nurses' job crafting in terms of sociodemographic, work engagement variables. Results: Ultimately 3 latent profiles are identified: low job crafting (Class 1, N = 177, 50.7%), moderate job crafting (Class 2, N = 136, 38.9%), high job crafting (Class 3, N = 37, 10.5%). Nurses who are female, aged 31 to 40 and married are more likely to be grouped into Class 2. Nurses with a middle level of title are more likely to be grouped as Class 3. Nurses with high levels of work engagement are more likely to be grouped as Class 2 and Class 3 rather than Class 1. Conclusion: The job crafting has a distinctly classified character among Chinese nurses. 89.6% of nurses were at a low to medium level of job crafting, work engagement is an important predictor of nurses' job crafting. Nursing Managers should focus on the low job crafting group and develop targeted interventions to help nurses improve their job crafting and work engagement levels. Patient or Public Contribution: None. [ABSTRACT FROM AUTHOR]

Many factors have contributed to the continuous departure of workers from the Nigerian healthcare system since the COVID-19 outbreak. Therefore, this study aimed at examining the effect of job crafting on the loyalty of healthcare workers in public hospitals in Lagos, Nigeria. The study population was 11,084, comprising all the doctors and nurses in public hospitals in Lagos, with a sample size of 725 using the Morgan Sample Size Determination table. We collected primary data using a well-structured questionnaire and conducted analysis using structural equation modeling. The findings revealed a significant positive relationship between job creation and healthcare workers' loyalty in the public healthcare system. This implies that job creation influences health care workers' loyalty. This study suggests that the management of the public healthcare system should encourage and support job crafting while also building and encouraging positive relationships among healthcare workers to ensure their loyalty and effective service delivery. [ABSTRACT FROM AUTHOR]

Managers' behaviour is an important determinant of operational performance of manufacturing companies as it is crucial for workforce management. In the time of the COVID-19 pandemic, this group of workers is particularly exposed to high occupational overload, so there is a need to focus on the ways they can proactively activate personal resources to deal with crisis demands. Proactivity and job crafting are among the key elements ensuring the efficient and effective functioning of managers in conditions of high demands. Drawing on the job demands-resources theory (JD-R), this study investigates how distinct new demands upon managers and managers' organizational identification impact on the managers' job crafting. Data were collected during pandemics' outburst using the computer-assisted telephone interviews (CATI) with 147 middle and senior managers from manufacturing companies in Poland, while SEM used to test hypothesized research model. The results show that COVID-19 hindering demands related to general overload increase job crafting only when managers possess high level of organizational identification, while challenging demands connected to information and communications technology use directly leverage job crafting. The findings guide manufacturers that they should be very careful in applying hindering demands in unprecedented environmental changes and always focus on managers' additional personal resources in that context. There should be also more awareness of different types of excessive demands and different psychological mechanism they trigger. [ABSTRACT FROM AUTHOR]

Labor shortages in restaurants have led to an increased reliability on technology, including expanding restaurants’ capacity by using online meal delivery platforms (OMDPs) for delivery. Yet there is an incomplete understanding as to how this decision has impacted restaurant employees, namely, is it making the labor shortage worse? To answer this question, this study surveyed 279 front-of-house and back-of-house restaurant employees to understand how attitudes toward OMPDs effect job crafting, job satisfaction, and turnover intentions. The results were analyzed with PLS-SEM and a qualitative analysis was used as a sensitivity test. Drawing on conservation of resources and job demand resources theories, this study found that pre-established attitudes toward OMDPs mediated the relationship between the impact of OMPDs and workload on job crafting, job satisfaction, and turnover intentions. These results fill the current gap in the literature related to OMDPs and restaurant employees as well as providing crucial evidence that managing employee attitudes toward OMDPs can mitigate the impact of an increased workload for restaurateurs during this challenging time. [ABSTRACT FROM AUTHOR]

This study extends the existing discourse on employability. Drawing on regulatory focus theory, we contend that workaholism (a pull factor) and job insecurity (a push factor) constitute two critical antecedents that predict sustained employability. Moreover, we investigate the mediating roles of job crafting and presenteeism. To explain and test these predictions, we employed a mixed-methods approach and conducted two studies. Study 1 was an exploratory study to explore the hidden motives behind presenteeism that can predict sustained employability. The findings (themes) from this study guide the conceptual framework tested in the second study. In Study 2, we conducted a field survey across two waves on 498 employees from private sector educational institutions. The results reveal that both the pull factor (workaholism) and push factor (job insecurity) predict sustained employability through two distinct paths. Furthermore, promotion-oriented job crafting and approach-motives presenteeism serially mediate the relationship between workaholism and sustained employability, whereas prevention-oriented job crafting and avoidance-motives presenteeism serially mediate the relationship between job insecurity and sustained employability. These findings offer valuable insights for organizations and HR managers, enabling them to create more supportive and adaptive work environments that align with varied employee approaches to sustained employability. [ABSTRACT FROM AUTHOR]

As automating technologies are increasingly integrated into workplaces, one concern is that many of the human workers who remain will be relegated to more dull and less positively impactful work. This paper considers two rival theories of meaningful work that might be used to evaluate particular implementations of automation. The first is achievementism, which says that work that culminates in achievements to workers' credit is especially meaningful; the other is the practice view, which says that work that takes the form of an open-ended practice is especially meaningful. Of the two, the practice view is the better tool for assessing the future of meaningful work, because achievementism is explanatorily inadequate in two ways. Moreover, the practice view can explain why the most meaningful forms of work cannot be automated. A procedure can only be automated as long as the steps are defined, whereas, in such work, which steps to take is indefinitely open to redefinition. This reveals the real threat to meaningful work to be a political-economic one. The relevant ethical questions there have to do with how much creative control workers retain in crafting their own jobs, when those jobs involve meaningful work in collaboration with machines; and how to liberate workers from jobs that do not involve meaningful work, which should be left to machines anyway. [ABSTRACT FROM AUTHOR]

Aim: This study investigated the job performance and predictability of job demands, job resources, personal resources, work engagement, job crafting, and the transformational leadership of nurse managers on this among nurses in Myanmar. Background: The ongoing crisis of nursing shortages along with heavy workloads combines to form a major challenge in Myanmar and these affected the job performance of nurses during the COVID‐19 pandemic. Methods: Utilizing a stratified random sample of 474 nurses from tertiary‐level general hospitals in the Republic of the Union of Myanmar, a descriptive predictive analysis was carried out. The Demographic Data Sheet, Job Performance Scale, Work Engagement Scale, Job Demands Scale, Job Resources Scale, Personal Resources Scale, Job Crafting Scale, and Global Transformational Leadership Scale were utilized to collect data. Results: The overall level of job performance was perceived to be high, considering various factors such as job demands, personal resources, work engagement, and job crafting were found as significant predictors of nurses' job performance, explaining 63.30% of the total variance. Discussion: These findings make a valuable contribution toward enhancing nurses' job performance by addressing job demands, fostering work engagement, and nurturing their job‐crafting capabilities. Self‐reporting data collection may not have accurately represented the actual level of study variable. Conclusion: This study highlighted factors that significantly affect nurses' job performance in general hospitals in Myanmar. Implications for nursing and health policy: The findings provide important evidence for nursing administrators and policymakers wishing to develop strategies to enhance the working environment and remain active in helping the performance of nurses. [ABSTRACT FROM AUTHOR]

Crafting research has often focused solely on the work domain or examined work and non‐work life domains separately, using a variable‐centered approach. Little is known about the interactions of crafting processes in the work and non‐work domain. In this time‐lagged study, we examined (1) the relationship between job and off‐job crafting behaviours using a person‐centered approach to identify crafting profiles, (2) whether job, home and personal resources differentially predicted these profiles and (3) whether these profiles differed in relation to outcomes, that is work engagement and mental well‐being. We conducted a three‐wave, time‐lagged survey with 3‐month intervals among 2125 employees. The results revealed three profiles of active (18.0%), average (48.2%) and least active (33.9%) crafters. Analyses of predictors showed that active crafters had higher levels of home developmental possibilities and self‐efficacy than average and least active crafters, likewise for average crafters compared with least active crafters. Furthermore, active crafters had higher levels of social support at home than least active crafters. Regarding well‐being outcomes, active crafters experienced significantly higher mental well‐being than average and least active crafters and higher work engagement than least active crafters. Interventions to enhance employee's resources could stimulate crafting behaviours, ultimately improving well‐being. [ABSTRACT FROM AUTHOR]

Aim: This study intends to investigate whether, how and when service‐oriented high‐performance work systems (SHPWSs) drive nurses' extra‐role service behaviour. Design: This was a quantitative cross‐sectional study conducted with matched nurse–patient participants. Method: We tested hypotheses using data from 284 nurses and their matched 566 patients. The data were collected in 2019. We conducted a set of hierarchical regression analyses to test our hypotheses. Results: The results showed that SHPWSs have a positive impact on job crafting, which, in turn, mediates the link between SHPWSs and extra‐role service behaviours. Additionally, the influence of professional identification moderates these relationships. Specifically, SHPWSs are significantly and positively associated with job crafting among highly professionally identified nurses. The indirect effect is significantly positive when nurses strongly identify with their profession but not significant when their professional identification is low. Conclusion: The results indicated that SHPWSs can elicit job crafting among higher professional identifiers, which further increases extra‐role service behaviours towards patients. Impact: Our research emphasizes the significance of HRM themes in the healthcare service industry and their direct impact on healthcare personnel. Shifting from a management‐centric to an individual‐centric perspective, we focus on the proactive role of nurses. Furthermore, this study enhances the understanding of the boundary conditions for the effectiveness of SHPWSs. Patient or Public Contribution: Nurses and their mated patients from a Chinese hospital contributed to this study by completing the survey. [ABSTRACT FROM AUTHOR]

Job crafting offers an exciting way to understand how people engineer their jobs to create more meaningful work. Work is meaningful if workers perceive their work as significant and serving an important purpose. To examine how four early childhood educators individually and collaboratively craft their work, the study reported here examines data from a case study in a Canadian daycare centre collected over a 16-month period by participating in theory/practice inquiry meetings and individual educator interviews. Educators develop an individual understanding of their job's requirements, individual beliefs and values but also acquire a shared understanding as they collaboratively craft their work in daily informal discussions. Explicit collaborative job crafting could contribute to professional development and improved job satisfaction for Early Childhood Education and Care practitioners. To develop an explicit collaborative understanding of their profession co-workers and supervisors need enabling working conditions such as opportunities and support for professional knowledge sharing, professional reflection, continuous training, and therefore ongoing professional development. [ABSTRACT FROM AUTHOR]

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Purpose: The purpose of this study is to examine the relationships among meaningful work, employee engagement, job crafting and career commitment. Methods: The study primarily employed structural equation modeling to test the proposed research model and hypotheses. Data were collected through an online questionnaire from employees working at multiple companies. Findings: The findings indicated that meaningful work affected employee engagement, job crafting and career commitment. In addition, employee engagement and job crafting mediated the relationships between meaningful work and career commitment. Originality: This study identifies three important antecedents (meaningful work, employee engagement and job crafting) that improve employees' level of career commitment. Based on previous findings indicating that career commitment can promote behavioral and attitudinal outcomes, this study focuses on contributors of career commitment, which ultimately may link to the positive outcomes of career commitment. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study was to develop and test a research model that explored leader psychological capital (LPsyCap) as a predictor of follower creative performance (FCRP). The model also investigated follower job crafting (FJC) and follower knowledge collecting (FKC) and follower knowledge donating (FKD) behaviors as the multiple mediators of the trickle-down effect of LPsyCap on FCRP in a sequential manner. Design/methodology/approach: Data were obtained from hotel employees in Korea. The hypotheses were tested using structural equation modeling with the user-defined estimands function. Findings: LPsyCap boosted employees' FCRP. FJC and FKC behaviors mediated the trickle-down effect of LPsyCap on FCRP in a sequential manner. As predicted, FKC behavior parallelly mediated the effect of FJC on FCRP. Practical implications: Hotel firms should boost a workplace that would encourage employees to redefine and redesign their jobs. To achieve this, the presence of structural (e.g. learning new things in the workplace) and social (e.g. supervisor coaching) job resources and challenging job demands (e.g. willingly taking on additional tasks) would pay dividends. Originality/value: This paper is one of its kind focusing on unexplored parallel and sequential multiple mediation effects that highlight FJC and FKC as the two potential mediators in the association between LPsyCap and FCRP. [ABSTRACT FROM AUTHOR]

The study assesses a model designed to investigate the mediating impact of psychological empowerment, job crafting, and proactive personality, and to examine the moderating influence of person–organization fit on the relationship between ethical leadership and employee innovative behavior. A sample of 782 full-time employees from various industries in Jordan were surveyed to gather data on ethical leadership, innovative work behaviors, psychological empowerment, job crafting, proactive personality, and person–organization fit. The study employed an empirical research design, with data collected through surveys. The results reveal a positive correlation between ethical leadership and innovative work behavior, with psychological empowerment, job crafting, and proactive personality as the mediators in this relationship. The link between ethical leadership and innovation work behaviors is also moderated by person–organization fit. The study's model suggests that ethical leadership practices enhance innovation. Prioritizing ethical principles, transparency, fairness, trust, and accountability cultivates a culture valuing ethics and encouraging innovation. The results provide insights to boost empowerment and proactive behaviors and highlight the importance of a person–organization fit that aligns values for an innovation-friendly workplace. Fit considerations should also be incorporated in recruitment and retention processes. The study makes significant theoretical contributions by synthesizing insights from ethical leadership theory and developing a comprehensive framework to understand how ethical leadership influences innovative work behavior. The research also extends prior work by examining the moderating role of person–organization fit by emphasizing the importance of aligning individual and organizational values in fostering innovation. [ABSTRACT FROM AUTHOR]

The current paper proposes and tests a model of caregiver empowerment among family caregivers of elderly people in Vietnam. Based on the theory of planned behavior, the study investigates the role of filial piety, work-caregiving conflict, and self-efficacy on intention to craft the caregiving job. Intention to craft is then expected to result in actual caregiving job crafting behaviors, with the later proposed to predict caregiver empowerment. Analysis of data collected from a two-wave survey of family caregivers confirms the proposed hypotheses. The results of the study serve as a reference for subsequent studies as well as practical interventions. [ABSTRACT FROM AUTHOR]

Purpose – This study summarizes widely dispersed literature on proactivity at work in its many different forms and highlights contrasts between the various themes in detail. Design/methodology/approach – This study is based on systematic literature review of proactivity at work using 1708 peer reviewed articles published between 1969 and 2021 using R and Vos viewer software; a content analysis of the 100 most cited articles in proactivity research; and synthesis and integrative literature review to develop future research directions. Findings – This study uncovers many interesting facets of knowledge, including proactivity-related themes that have emerged over 50 years of research, time-related publication trends, top journals, top authors, and the most commonly used keywords. The content analysis of the 100 most-cited articles revealed findings such as the role of each proactivity theme impacting academic discussions to date. For example, quantitative research appears to be more prevalent among the most cited articles compared to different types of qualitative research. Finally, future research directions building on our findings are provided. Originality/value – To our knowledge, this work is the first attempt to contrast different types of proactivity at work as opposed to extant literature, which is either driven by the proactivity phenomenon or focuses on similarities rather than on contrasting aspects of the various forms of proactivity at work. Hence, the significance of this research extends beyond theoretical considerations and incorporates valuable practical elements.

Although previous studies have generally explored the important role played by customers' negative feedback in shaping employees' behaviour, these studies have only briefly discussed the one‐sided effects of such feedback on employees' cognition or emotions. In addition, previous studies have not discussed in depth whether customers' negative feedback has both positive and negative effects. Based on the theoretical background of the cognitive–affective processing system, we constructed a dual‐path model of the impact of customers' negative feedback on job crafting via both cognitive and affective paths and investigated the moderating effect of the error management climate in this context. A three‐stage survey design was used to examine these assumptions by referencing data collected from 382 frontline employees working in various tourism and hospitality companies. In line with our expectations, we found that customers' negative feedback can have a double‐edged sword effect via these two paths and that the error management climate moderates this dual‐path mechanism. We conclude this research by discussing the theoretical and practical implications of our findings. [ABSTRACT FROM AUTHOR]

This study aimed to analyze the influence of the AI awareness dimension, namely challenge and hindrance appraisal toward AI, on sustainable employability through job crafting mediation variables in Gen X employees in Jakarta. In this study, hypothesis testing and data collection were carried out cross-sectionally. The data were collected primarily by distributing questionnaires to 272 Gen X employees in Jakarta. The sample collection method used the purposive sampling method. The data processing techniques included validity tests, reliability tests, and structural equation modeling (SEM). The results of the study showed that there was a positive influence caused by challenge appraisal toward AI and job crafting on sustainable employability. Meanwhile, hindrance appraisal toward AI triggered a negative influence on sustainable employability. The company and employees were expected to collaborate in implementing AI in the work environment to support their work sustainably.