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Objectives: Job autonomy focuses on the job performance and tasks of health providers with a national licence in South Korea, which affects job crafting, to develop job competency. This study was conducted to identify the influence of job autonomy on job crafting of dental hygienists., Methods: This cross-sectional study included 411 dental hygienists extracted through convenience sampling from a pool of 35,000 clinical dental hygienists in South Korea. Measuring tool are Korean version of the Job Crafting Questionnaire (JCQ-K) and job autonomy questionnaire (JAQ). To investigate the level of job autonomy and crafting of dental hygienists based on their general characteristics, t-tests and one-way ANOVAs were performed. Pearson correlation was performed to determine the linear correlation between autonomy and crafting. To determine whether job autonomy affects job crafting, an adjusted regression analysis was conducted using general characteristics as control variables., Results: High job autonomy and job crafting were associated with increases in participant age with job experience as a senior staff, education level, and work environment, such as dental office or hospital. A significant positive correlation was observed (r = 0.64) between job autonomy and job crafting. Job autonomy (β = 0.58) and dental/medical hospital in university (β = 0.13) had a significant relationship with dental hygienists' job crafting., Conclusions: Job autonomy could positively influence the job crafting of dental hygienists in South Korea. Our findings suggest that job latitude should be redesigned to promote task competency and social responsibility with a health outcome perspective for the population as well as the dental hygiene profession., (© 2023 John Wiley & Sons A/S. Published by John Wiley & Sons Ltd.)

Job crafting has been shown to be associated with multiple positive work-related outcomes. However, whether and how it affects nonwork-related outcomes has been less examined. Grounded on the resource-gain-development perspective and conservation of resources theory, the present study investigated the effects of job crafting on employee life satisfaction via work-nonwork facilitation and work-nonwork conflict. Further, the present study examined the moderating roles of workload on these relationships. We collected two waves of data with a 1-month lag from 481 fulltime Chinese employees. The results of regression analyses revealed that job crafting was positively related to employee life satisfaction through higher work-nonwork facilitation and lower work-nonwork conflict. In addition, these indirect effects were stronger for employees with higher workload than those with lower workload. The results extend job crafting research by examining the effects of job crafting on employee life satisfaction and have clear applied value for employers who have high workload., (© 2022 International Association of Applied Psychology.)

Background and objectives: Drawing upon previous research on turnover intentions and job crafting, this study examines whether employees' turnover intentions are related to higher negative affect and lower task mastery over time. It further investigates if reframing and altering the meaning of one's work (i.e., cognitive job crafting) buffers the relationships between turnover intentions, negative affect, and task mastery. Design and methods: We conducted a three-wave longitudinal study among caregivers. Our final sample consisted of 241 caregivers from 53 different care homes. We tested our hypotheses via path analysis while estimating standard errors that are robust to non-independence of observations. Results: Analyses showed that cognitive crafting moderated the relationship between turnover intentions and negative affect: When caregivers cognitively crafted their job, turnover intentions were negatively related to negative affect. Conclusions: This study indicates that cognitive crafting can be considered a coping strategy during difficult times at work. If employees do not devalue but revalue their job despite having turnover intentions, they can keep negative affect at bay. Still, this study also illustrates the limits of cognitive crafting by showing that the relationship between turnover intentions and task mastery is not affected by reframing one's work.

Aim: To better understand the functionality of job crafting and its relationship with personality and job autonomy in the context of non-Western health care as an adaptive problem-solving work behaviour that is related to creativity., Background: Job crafting could be a strategy nurses use to solve problems as health care organisations become more unpredictable., Methods: This cross-sectional study sampled 547 nurses from seven hospitals in Lebanon. Data were analysed using structural equation modelling (SEM)., Results: The job crafting dimensions of increasing structural job resources and increasing challenging job demands partially mediated the relationship between creativity and subjective well-being, and they fully mediated the relationship between job autonomy and subjective well-being. Creativity, job autonomy, and agreeableness were related to the approach job crafting dimensions, and two of these job crafting dimensions were in turn related to subjective well-being., Conclusion: Creative nurses tend to job craft more and this is associated with their subjective well-being. Nurses high on extraversion and emotional stability experienced higher subjective well-being., Implications for Nursing Management: Nursing administration and leaders may want to create an environment fostering creativity and encouraging approach-oriented job crafting., (© 2021 The Authors. Journal of Nursing Management published by John Wiley & Sons Ltd.)

In recent years, there has been a clear increase in the interest in positive phenomena in work psychology. One of such issues is employee-initiated behavior aimed at transforming working conditions in order to increase job satisfaction and match it to one's needs and abilities. These behaviors are referred to as job crafting. With the development of research on this issue, different theoretical concepts and definitions of job crafting were created and then evolved. The aim of the work is to systematize them and perform a critical analysis. The article analyzes 5 theoretical models of job crafting: Wrzesniewski and Dutton's model, Tims and Bakker's model, Zhang and Parker's model, Bindl et al.'s model, and Kooij et al.'s model The publication presents the differences between these models, and strengths and critical points of each of them. Med Pr. 2021;72(4):423-36., (This work is available in Open Access model and licensed under a CC BY-NC 3.0 PL license.)

The construct of job crafting is gaining increasing attention in the research and practice of work psychology in light of the positive effects it has on workers and the organizational context. On this basis, the present study aimed to explore the associations between the Big Five personality traits and job crafting (and its subdimensions, individual job crafting and collaborative job crafting), as well as investigating the role of insight in mediating these relationships. A sample of 159 Italian workers took part in the study and completed the self-report measures. Results showed a positive association between extraversion, agreeableness and conscientiousness and job crafting (total), individual job crafting, and collaborative job crafting, with significant mediations of insight orientation. Openness was positively associated with job crafting (total) and individual job crafting, but not with the collaborative subdimension, with insight orientation that mediated existing relationships. Emotional stability and job crafting (total) or its subdimensions were found to have no significant relationships. These findings suggest that insight orientation could represent a promising resource for job crafting, both in terms of primary prevention, strength-based prevention, and healthy organizations.

One of the most widely researched personal resources is job crafting, for which several studies have confirmed the existence of a positive relationship with engagement. Some authors suggest that it would be necessary to go deeper into the mechanisms that can help us explain this relationship. Therefore, the aim of this study is to ascertain the possible influence of the meaning of work on the relationship between job crafting and engagement. The sample is composed of 814 workers (50.4% women) with an average age of 41.68 years (SD = 9.78). The results were obtained by simple mediation analysis using PROCESS. The meaning of work mediates the relationship between job crafting and engagement, this influence being especially significant in the case of cognitive crafting. This study confirms the positive relationship between job crafting and engagement. However, in the case of some types of job crafting, increased levels of engagement only occur if the individuals also manage to increase the levels of meaning attributed to the work role. Therefore, in order to improve the well-being levels of working people, it would also be necessary to help them understand how these changes help them to attribute more meaning to their work.

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

Objective: This study aimed to see the correlation between JC and JS of hospital staff in Rural area, Mamuju at 4.0 era., Method: The population was all staff of three hospitals, 614 respectively at Mamuju regency, West Sulawesi Province and 155 staff selected as samples. The sample was chosen by random quota sampling, then analyzed using the Spearman correlation test., Results: The results showed that most of the staff were satisfied with their job (90% average) while more than 80% of staff perceived the did JC. The result of the correlation test revealed that the p value of 0.005<0.05 means hypothesis null was rejected. There was correlation between JC and JS. The correlation coefficient was 0.224 showing a positive direction of the relationship even though it was a weak correlation., Conclusions: JC can cause JS when the staff have other supporting factors. JC may enhance JS significantly when supported by other factors, such as job security, good compensation work itself and relationship with immediate supervisor., (Copyright © 2020 SESPAS. Publicado por Elsevier España, S.L.U. All rights reserved.)

Background: High job demands and low job resources may cause job strain and eventually result in burnout. However, previous research has generally ignored the roles of time and self-regulation. Objectives: This theoretical article synthesizes the literature to propose a multilevel model that delineates how acute job strain translates into enduring and severe job burnout. Methods: We integrate self-regulation perspectives in job demands-resources (JD-R) theory to propose that short-term job strain and eventually enduring burnout is the result of consistently high job demands and low job resources - combined with failed self-regulation. Results: The model shows that when employees are confronted with increased job strain, they are more likely to use maladaptive self-regulation strategies, such as coping inflexibility and self-undermining. In addition, when job strain increases, employees are less likely to use adaptive self-regulation strategies, such as job stress recovery and job crafting. It follows that when the job becomes more stressful, stable resources become more important. Organizational resources such as human resource practices and healthy leadership may help employees to regulate their short-term fatigue and avoid enduring burnout. Furthermore, key personal resources like emotional intelligence and proactive personality may help employees to recognize and regulate their fatigue in an effective way. Conclusion: The proposed model of burnout expands JD-R theory and offers important practical implications for the prevention and reduction of burnout.

Despite the considerable focus on job characteristics and individual differences in job crafting research, the influence of social factors on job crafting has not been well-acknowledged. Based on social interaction and job crafting literature, this meta-analysis estimates the associations between social factors (i.e., organizational insiders and outsiders) and job crafting, and how these social factors contribute to employee outcomes through their job crafting. Based on a sample of 51 empirical studies that included 54 independent samples (N = 17,863), we found that social factors of positive leadership styles (e.g., empowering and transformational) and coworker support were positively related to employee job crafting. Moreover, leadership showed a stronger correlation with employee job crafting than coworker support and Leader-Member-Exchange (LMX). Further, our study showed that employee job crafting positively mediates the relationships between social factors and work outcomes (e.g., job performance and well-being). Our study contributes to job crafting literature by integrating social factors into the job crafting model and demonstrating that the social context of work (in particular organizational insiders) plays a crucial role in shaping employees' job crafting behavior. We also emphasize the critical role that job crafting plays in transmitting valuable social resources into improved work outcomes. Building on our results, we provide future direction for job crafting research and discuss how our results can imply practice in terms of job crafting training.

China's manufacturing employees are confronted with unprecedent occupational and innovation challenges caused by the ongoing COVID-19 crisis coupled with the pressure of being replaced by digital technologies. To gain a better understanding of the rising occupational uncertainty during this critical time, based on the job demands-resources (JD-R) theory, we examined the associations of employees' job crafting behaviors (JCB) with their occupational satisfaction and innovation workplace behavior (IWB), as well as the mediating effect of work engagement on the above relationships. The final usable data were obtained from the formal survey of 311 employees of six manufacturing companies that have returned to work amid COVID-19. Structural equation modelling was adopted to analyze the data. Results show that employees' JCB strengthens their occupational satisfaction and IWB via work engagement. Theoretically, our research enriches the existing body of knowledge about JCB from a cross-disciplinary angle integrating the perspectives of career and psychology. Practically, we offer valuable first-hand evidence about how manufacturing employees conducted JCB to re-orient their careers and to innovate in the face of the high unemployment situation.

Background : Being involved in an artistic intervention is related to employeesinterest to do work tasks in other ways and to develop new professional skills. These proactive changes, job crafting, that employees make to their work conditions increase work-related well-being, work engagement. Methods : This two-wave quasi-experimental intervention study investigated whether a visual art intervention enhanced the crafting of job resources (skill variety) and increased work engagement. The study was conducted among employees ( n  = 21) working in five comprehensive schools and in four day-care centers over a 1-month intervention. Employees not involved in the interventions served as the control group ( n  = 19). Results : Repeated measures ANOVAs showed no significant interaction effects. However, pre-post comparison tests showed that, unexpectedly, the participants' work engagement significantly decreased, and skill variety tentatively diminished. Qualitative feedback revealed some shortcomings in the implementation of the intervention. Conclusions : In the case of insufficient operation, the intervention may even have reverse effects.

This time-lagged study, using the framework of the JD-R model, tested the mediating role of job crafting measuring: at T1, work engagement, workaholism and emotional exhaustion; at T2, job crafting; and, at T3, flourishing, job performance and job satisfaction. Respondents were 443 Spanish employees working in different companies. Results show that job crafting mediates the relationship between work engagement and some of its outcomes (job performance and flourishing). In particular, the job crafting component 'increasing structural job resources' mediates the positive effect of work engagement on flourishing and job performance, and the job crafting component 'increasing challenging demands' mediates the positive effect of work engagement on job performance. No job crafting mediation is found between work engagement and job satisfaction.

This study investigated job crafting as mediator and its relation with job satisfaction and work-family conflict, considering job autonomy as antecedent. The research involved 389 participants working in a public organization. A structural equations model was estimated revealing that job autonomy is positively associated with job crafting and job satisfaction, and negatively associated with work-family conflict. Job crafting is positively related with job satisfaction and work-family conflict, as adverse effect of job crafting. As regards mediated effects, results show positive associations between job autonomy and both job satisfaction and work-family conflict through job crafting. This study contributes to literature, considering positive and negative outcomes, covering the lacking literature on job crafting and work-family conflict, and suggesting implications for employees' well-being.

The importance of work engagement and the lack of engaged employees have led researchers to focus on how to enhance employees' levels of engagement in the workplace. Although job crafting as a principal driver of work engagement has recently received much attention from academics, little is known about the processes and conditions in which employees who craft their tasks become engaged. In order to address these research gaps, we hypothesize that psychological capital (PsyCap) is likely to mediate the association between job crafting and work engagement, and that coworker support, rather than supervisor support, is likely to moderate the relationship between job crafting and PsyCap. Further, we integrated these hypotheses and tested the moderated mediation effect. Using survey data from 175 flight attendants in South Korea, we found the results to be in line with our expectations. The findings of this empirical research contribute to the understanding of how and when job crafters become engaged at work.

Aim: The aim of this study was to examine the impact of job crafting on the quality of the work environment of health care professionals., Background: Job crafting refers to proactive behavior aimed at optimizing the fit between person and job. Using job demands-resources theory, we hypothesized that job crafting would be positively related to job resources and person-organisation fit, and negatively to hindrance demands. Furthermore, we hypothesized that these relationships would be qualified by work engagement., Methods: A total of 5,272 health care professionals from one of 35 different organisations filled out an electronic questionnaire (response is 55%). Regression analyses were used to test hypotheses., Results: Consistent with hypotheses, job crafting in the form of increasing job resources was positively related to opportunities for development, performance feedback and P-O fit; and negatively related to hindrance job demands - particularly when work engagement was high., Conclusions: The combination of job crafting and work engagement is important for the realization of a resourceful work environment and fit between person and organisation., Implications for Nursing Management: Interventions aimed at fostering job crafting should be tailored to the motivation of health care professionals., (© 2017 John Wiley & Sons Ltd.)

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; Δ R 2 = .065, p < .01) and employees' well-being ( r = .201, p < .01; β = .171, p < .01; Δ R 2 = .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.

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]

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]

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]

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]

This study aimed at investigating the impact of job crafting (cognitive, task, and relational crafting) on the satisfaction of healthcare workers in public hospitals in Lagos, Nigeria. The study utilised data gathered from 725 public healthcare workers in public hospitals using a well-structured 5-point Likert scale questionnaire as the research instrument. The study employed mixed method of data collection, comprising purposive, stratified, and convenience methods of data collection. The research tools employed include Cronbach's Alpha Analysis, Explanatory Factor Analysis, Confirmatory Factor Analysis and Structural Equation Modeling. Findings revealed that job crafting significantly impacted the satisfaction of healthcare workers, with relational crafting having the highest significant impact, followed by cognitive and task crafting. The study concluded that job crafting significantly impacts healthcare workers' satisfaction and, however, recommends that positive workplace culture be encouraged; emphasis should be placed on encouraging things like work-life balance, inspiring leadership, transparent communication, and employee appreciation, and a good and positive work environment be provided for the healthcare workers to maximise their full potential. [ABSTRACT FROM AUTHOR]

Background: Job crafting is defined as a series of proactive behaviors exhibited by employees in order to balance work resources and needs, which has a significant positive impact on the nurses. It is necessary to find the core factors that influence the job crafting, as emergency nurses deal with the most complex tasks, so as to improve their job satisfaction. Objectives: To investigate the core factors of job crafting among emergency nurses. Methods: A cross-sectional design was used in the study. A total of 255 nurses were recruited from two hospitals in Zhengzhou and Shenzhen, China in December 2021. 255 nurses completed an online questionnaire. Hierarchical regression models and fsQCA models were used to explore the factors influencing job crafting among emergency nurses and helped us to identify core factors. Results: The hierarchical regression model and the fsQCA model found that the occupational benefit, psychological empowerment, and research experience were the core factors affecting their job crafting. Job involvement was not significant in the regression model, but the QCA model indicated that it needs to be combined with other factors to impact on job crafting. The QCA model uncovered seven key conditional configurations that led to high and low job crafting among emergency nurses, explaining 80.0% of the results for high job crafting and 82.6% of the results for the low job crafting, respectively. Conclusions: The results of this study provide valuable insights into the job crafting experienced by emergency nurses. Junior emergency nurses should be granted a high level of psychological empowerment without assigning them overly complex tasks, such as research tasks, as these challenges can stop their job crafting. Intermediate and senior emergency nurses, on the other hand, can be assigned research tasks coupled with high psychological empowerment to enhance their job crafting. [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]

In this two-wave study, we tested whether there would be positive and reciprocal relationships between employees' gratitude and the job resources they perceive at work, as well as between gratitude and job crafting behaviours. Moreover, we explored whether job crafting could mediate the relationship between gratitude and job resources. The participants were 275 Romanian employees. No evidence for reciprocal relationships was found. Results showed that gratitude at T1 predicted more job resources at T2 (three months later), but job resources did not predict employees' gratitude over time. One dimension of job crafting (increasing challenging job demands) at T1 positively predicted employees' gratitude at T2, but the prospective effect of gratitude on job crafting was not significant (except for a marginally significant effect on increasing structural job resources). Job crafting did not mediate the longitudinal relationship between employees' gratitude and job resources. These findings are discussed in relation to previous literature. [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]

Achieving successes in their career represents an important outcome for individuals and their employing organizations. Organizational management practices play an important role in fostering career success. Such practices as high performance work system has been adopted in organizations to enhance employee and organizational effectiveness. While HPWS has been found to correlate with a range of individual positive outcomes, its influence on career success has not been widely investigated. The current research adopts the Kaleidoscope Career Model to explain the impact of high-performance work system on subjective career success. To clarify the mechanism of impact, job crafting has been introduced as a possible mediating variable. Finally, employees' attribution of HPWS was expected to moderate the association between high-performance work system and job crafting in a moderated mediation model. Data from a two-wave survey provide supports for the proposed hypotheses. High-performance work system enables the employees to satisfy their career needs both directly and indirectly through job crafting. Career need satisfaction enhance the perception of career success. In addition, high-performance work system which is thought to be adopted to comply with external regulation reduce the positive link between such systems and job crafting. [ABSTRACT FROM AUTHOR]

Recent work environment developments coupled with the pandemic have provided employees with increased opportunities to shape their workspaces. In semi‐structured interviews conducted with 40 employees working on large‐scale construction projects in two different work environments (open office and virtual work settings), we examined how and why job crafting was undertaken. Our analysis of the interview data revealed that, across both types of work environments, environmental disruptions that resulted in a perceived imbalance between focus and connection with colleagues were responded to with job crafting efforts. These job crafting efforts took the form of building bridges (to connect or coordinate with others more closely) and constructing barriers (to make it easier to focus). Individuals built bridges through the use of space or physical location, signaling, and coordination, whereas they constructed barriers via physical barriers, scheduling/prioritization, and mindfulness of others. This work contributes to job crafting research by expanding our understanding beyond work–life considerations of how and why individuals make adjustments within two relatively new types of work environments. Additionally, this research offers the contributions of increasing our understanding of interrelationships among types of job crafting and expanding our knowledge about how to make open office and virtual work arrangements more effective. [ABSTRACT FROM AUTHOR]

Dysfunctional customer behavior is a cause of concern due to its short and long-term impact on both employees as well as organizations. This paper aims to present the moderating effect of dysfunctional customer behavior on the relationship between job crafting and job outcomes (job satisfaction, job stress, and emotional labor) in light of the conservation of resource theory. This cross-sectional study was comprised of 440 frontline customer service employees (345 males and 94 females) serving in shopping malls located in Islamabad and Rawalpindi, Pakistan. Results indicated a negative relationship of job crafting with job stress and a positive relationship with job satisfaction. Moreover, a positive relationship of dysfunctional customer behavior was found with job stress and emotional labor, and a negative relationship with job satisfaction was also found. Furthermore, it was found that dysfunctional customer behavior moderated the relationship of job crafting with job stress and emotional labor, but it didn’t moderate the relationship of job crafting with job satisfaction. This study concludes that dysfunctional customer behavior is a cause of concern as it impacts the job outcomes of employees. Organizations should empower employees by training them to enhance their resources. Future studies may check for mediational pathways to enrich this finding. [ABSTRACT FROM AUTHOR]

Background: In recent decades, in the context of organizational change, Job crafting is the process in which the redesign of work takes place, employees change their labor boundaries and labor relations to find meaning in them. Material and Method: Data were collected from 112 health care workers from the public and private sector regardless of specialty with a random sampling method. The data was collected by a questionnaire that included three parts: demographics, scale of organizational commitment, job satisfaction. The data was analyzed with SPSS version 24.0 using descriptive statistics, Pearson correlation, variance analysis and t-test. Purpose: To investigate job crafting as a strategy of employees in Health Units in Greece regarding organizational change and the factors that affect job satisfaction. Results: A statistically significant positive correlation was identified between the RCT scale and the MSQ satisfaction scale (r=0.299, p=0.002 a=0.05), while it is rejected for the MSQ scale (F=3.757, p-value=0.027a=0.05) with application of One Way ANOVA. There was also no statistically significant difference (χ2(3)=2.068, p-value=0.558>a=0.05) so there is no differentiation in the degree of agreement of the MSQ scale per educational level. Finally, the hypothesis of equality of population fluctuations is not rejected (Vene test, F=2,507, p=0,116) and a statistically significant relationship between the Job Crafting scale in relation to the employment agency (t=-2,607, p=0,01) emerged. Conclusions: Job crafting has a positive impact on organizational change and job satisfaction is positively linked to the implementation of Job crafting. Planning and managing organizational change is a complex and difficult task for organizational managers. Reactions to organizational change can be multiple, often ambiguous and complex. Employees can respond to change in unexpected ways. They don't just face change, but they may also be actively involved with it and play an active role in influencing its direction. On the one hand, organizations and, on the other hand, managers should turn to work redesign interventions, leave room for employees to change their work routine and provide them with opportunities to "match" their work to their strengths, skills and preferences. [ABSTRACT FROM AUTHOR]

Background: After the outbreak of the COVID-19 pandemic, employees in Europe increasingly worked from home. In the German public sector, many employees experienced working fromhome for the first time. Concurrently, employees could use job crafting activities to alter job demands and resources while working from home. This exploratory case study aims to shed light on how public service employees craft their job demands and job resources, and how they perceive job satisfaction and productivity while working from home during the COVID-19 pandemic. A novel theoretical approach is applied to explore crafting activities that target specific job demands and resources when working from home, using a combined framework of resource-based job crafting based on the Job Demands-Resources model and time-spatial job crafting. Methods: Qualitative telephone interviews were conducted with employees from different public sectors in Germany between December 2021 and February 2022. According to the COREQ guidelines, the 12 semi-structured interviews were audio-recorded, transcribed verbatim, and content-analyzed using MAXQDA. Results: The results suggest that employees, who were new to working from home, developed personal crafting strategies for their flexible work environment. These strategies supported them in coping with hindering job demands (e.g., measures regarding work-related availability or interruptions) by optimizing their working conditions. Additionally, employees used strategies to increase their social resources (e.g., initiating meetings with colleagues) and structural resources (e.g., installing additional work equipment, planning of office days and working-from-home days). The use of given job resources and optimization of job demands are closely linked to the time-spatial demands fit. Thereby, the time-spatial demands fit is used to combine workplaces, work hours, or work tasks with the provided resources and demands to achieve an optimal work environment, which also facilitates employees' productivity and satisfaction. Conclusion: The results enrich the resource-based and time-spatial demand job crafting research by adding specific job crafting strategies utilized by public service employees. Furthermore, the results highlight job crafting strategies for enhancing job satisfaction and productivity when working from home in the post-pandemic world, thus offering valuable insights for researchers and practitioners. [ABSTRACT FROM AUTHOR]

Introduction: Self-managing organizations are a novel organizational form that radically decentralizes decision authority to adapt to the volatile business environment and the demands of knowledge work, resulting in new resources and demands for the employees. Therefore, building on the job demands-resources theory and the person-environment fit theory, the associations of self-managing organizations with higher perceived individual autonomy were tested. Additionally, the study investigated how job crafting and handling mistakes related to the relationship between job autonomy and work engagement/satisfaction. Method: A cross-sectional study was conducted to gather data from employees of different self-managing organizations and non-self-managing organizations, and group comparisons and path analyses were applied to test the preregistered hypotheses. Results: Increased method and decision autonomy, job crafting behaviors, error management orientation, work engagement, and job satisfaction were found in self-managing organizations. Additionally, a surplus of perceived autonomy compared to the ideal autonomy was associated with lower work engagement and job satisfaction compared to a fit between ideal and perceived autonomy. However, job crafting did not relate to a better fit between ideal and perceived autonomy. Decision autonomy predicted higher crafting of challenging demands and structural resources for employees with low error strain. Depending on the autonomy type, learning from errors enhanced or reduced the relationship between perceived autonomy and job crafting. Discussion: This study showed the importance of addressing the higher level of individual autonomy in self-managing organizations and offered starting points for interventions to support employees with handling high autonomy. Reducing error strain but increasing error learning and risking errors could help increase job crafting and work engagement, particularly in self-managing organizations. [ABSTRACT FROM AUTHOR]

Purpose - This article explores academic job crafting's significant conditions (antecedents and consequences). The impact of encouraging learning environments and the leadership that fortifies learning was studied. Knowledge management and job crafting are closely related in their ability to empower employees and enhance organizational effectiveness. Design/methodology/approach -217 academics serving in a Jordanian University, in Jordan, took part in this study. Statistical parameters endorsed the significant impact of two learning organization building blocks on job crafting. Findings - It was shown that supportive learning environments and leadership reinforces learning; and positively impacts job crafting, which consequently reflects upon job satisfaction levels among academics. The results imply that strategies conducive to learning provide the most rewarding approach to enhancing academic job crafting and job satisfaction. Originality/value - To the authors' knowledge, no prior study has examined job crafting and linked it to the study dimensions within the Arab context generally and particularly in the academic field. We propose this model as a system crafting theory and end our research with suggestions for further research on these issues. [ABSTRACT FROM AUTHOR]

The successful learning and professional development of student teachers in field experiences depend on the conditions at the individual practicum school. As a consequence, researchers have investigated the relevance of various contextual factors (e.g. mentoring) and ways of improving them (e.g. mentor training). Whether and to what avail student teachers take an active role in adapting the conditions of field experiences to their needs has, however, received scant attention. In applying the concept of job crafting to field experiences during initial teacher education, the present study examines whether student teachers engage in activities to increase resources and control demands during practical phases. How job crafting can be predicted and whether such behaviour is related to higher rates of job satisfaction, engagement, and learning gains are investigated by surveying 132 student teachers at three measurement intervals (beginning, middle, and end) of a 14-week practical phase. The results indicate moderate to high rates of job crafting amongst student teachers. Just as job crafting was significantly predicted by contextual and individual factors, it predicted student teachers' job satisfaction, teacher engagement and learning gains. The findings support the relevance of a research focus on proactive student teacher behaviour in field experiences. [ABSTRACT FROM AUTHOR]

BackgroundAfter the outbreak of the COVID-19 pandemic, employees in Europe increasingly worked from home. In the German public sector, many employees experienced working from home for the first time. Concurrently, employees could use job crafting activities to alter job demands and resources while working from home. This exploratory case study aims to shed light on how public service employees craft their job demands and job resources, and how they perceive job satisfaction and productivity while working from home during the COVID-19 pandemic. A novel theoretical approach is applied to explore crafting activities that target specific job demands and resources when working from home, using a combined framework of resource-based job crafting based on the Job Demands–Resources model and time-spatial job crafting.MethodsQualitative telephone interviews were conducted with employees from different public sectors in Germany between December 2021 and February 2022. According to the COREQ guidelines, the 12 semi-structured interviews were audio-recorded, transcribed verbatim, and content-analyzed using MAXQDA.ResultsThe results suggest that employees, who were new to working from home, developed personal crafting strategies for their flexible work environment. These strategies supported them in coping with hindering job demands (e.g., measures regarding work-related availability or interruptions) by optimizing their working conditions. Additionally, employees used strategies to increase their social resources (e.g., initiating meetings with colleagues) and structural resources (e.g., installing additional work equipment, planning of office days and working-from-home days). The use of given job resources and optimization of job demands are closely linked to the time-spatial demands fit. Thereby, the time-spatial demands fit is used to combine workplaces, work hours, or work tasks with the provided resources and demands to achieve an optimal work environment, which also facilitates employees' productivity and satisfaction.ConclusionThe results enrich the resource-based and time-spatial demand job crafting research by adding specific job crafting strategies utilized by public service employees. Furthermore, the results highlight job crafting strategies for enhancing job satisfaction and productivity when working from home in the post-pandemic world, thus offering valuable insights for researchers and practitioners.

Copyright of Journal of Academic Research in Nursing (JAREN) is the property of Hemsirelikte Egitim ve Arastirma Dergisi and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Journal of Abant Social Sciences / Abant Sosyal Bilimler Dergisi is the property of Journal of Abant Social Sciences and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

BACKGROUND: The demand for innovation and satisfaction is increasing rapidly due to technological advancement and the fast-changing business environment. OBJECTIVE: The purpose of this article is to investigate how job crafting augments work outputs (i.e., innovation performance and career satisfaction) through work engagement. METHODS: Data were collected from 477 workers working in the Pakistan manufacturing sector. A structural equation modeling technique was used to investigate the mediation model. RESULTS: Job crafting has a direct and indirect association with innovation performance and career satisfaction – via employees' work engagement. Additionally, the mediating impact was stronger for innovation performance than for career satisfaction. The findings advocate that managers should pay attention to employees' job crafting to improve employees' work engagement in manufacturing organizations. To improve employees' innovation performance and career satisfaction via work engagement, it is important to improve organization-wide job crafting in traditional manufacturing organizations. Strategic and managerial actions related to job crafting might boost employees' engagement in the organization that environments provide incessantly better outcomes. CONCLUSION: By linking job crafting and work engagement to their attitude towards career satisfaction and innovation performance in Pakistani manufacturing firms, this study adds a new dimension to the study of Pakistani manufacturing employees and typically to the best practices in career debates. This knowledge is important and unique because it accentuates that in addition to work engagement, which focuses primarily on employee growth in the organization, job crafting should also be given equal importance to advance manufacturing employees' outcomes. [ABSTRACT FROM AUTHOR]

Building on the notion that successful crafting in one life domain spills over into another domain, we investigated the reciprocal effects between job and home crafting in 134 workers, using a shortitudinal study with a two‐week time lag. The results of cross‐lagged panel analyses suggested that there were reciprocal effects between the work and home domains of the crafting dimensions of increasing structural resources and reducing hindering social demands. Increasing social job resources lead to increasing social home resources, but the reverse is not true. No cross‐lagged effects were found for increasing challenging demands and reducing hindering structural job demands at work and home. [ABSTRACT FROM AUTHOR]

Job satisfaction and affective commitment are key factors for individual and organizational well-being. Recent studies have highlighted the importance of job crafting, a behavior capable of generating positive results and innovation in the workplace. Using the JD-R model as the theoretical framework, the present study investigated the relationship between resources and demands, derived from both the work and family domains, and job satisfaction and affective commitment, hypothesizing the mediating role of job crafting. The sample consisted of 413 employees. Results showed that job crafting fully mediated the relationship between work-family conflict and job Satisfaction and partially mediated the relationship between supervisor support and job satisfaction. These results confirm the importance of social support, a good balance between work and family and job crafting in generating job satisfaction and influencing positive outcomes at individual, work and organizational levels. [ABSTRACT FROM AUTHOR]

The aim of this research is to examine the effect of job crafting, which is considered as a bottom-up job design strategy, on turnover intention and mediation role of job satisfaction in the context of the health sector. Despite of researches examining the relationship between job crafting and job satisfaction in foreign literature are relatively more, it is seen that researches examining the relationship between these notions in Turkish job crafting literature are limited. It is seen that job crafting researches were conducted in the context of manufacturing, service and education sectors in Turkish literature. Conducting this research on health sector workers and existence of limited studies examining the effect of job crafting on both job satisfaction and intention to leave is considered as the contribution of this research to the literature. Within the framework of the research aim, data were collected from the employees working in a private hospital in Adıyaman operating in the health services sector. The effect of job crafting on intention to leave and mediation role of job satisfaction was analyzed by structural equation modeling through the collected data. As a result of the analyzes, it was determined that job crafting increases only job satisfaction but job crafting does not have a significant effect on employees' turnover intention and job satisfaction does not have mediation role. [ABSTRACT FROM AUTHOR]

This study examined the impact of the JOS app, a new tailored web-based job crafting intervention tool that aims to make job crafting more accessible to workers with disabilities. The JOS app has been developed as a self-guided online tool that stimulates and facilitates job crafting through micro-interventions (i.e. without intensive contact with a trainer or coach, but through online communication technology). We expected that the intervention would have a positive impact on participants' job crafting behaviors. In addition, we expected a positive influence of the intervention on their job satisfaction and perceived employability. A pre-and post-intervention study without control group was conducted. The 5-week intervention includes brief job crafting exercises to reflect upon themselves (e.g. abilities, energy eaters and givers) and their work, the fit between those two, and to think about possible job crafting strategies to improve this fit. Using the JOS app has led to more job crafting behavior among participants. Scores on both job satisfaction and perceived employability remained virtually unchanged. This is consistent with previous suggestions that proactive behavior might not have any effects at all, or even negative ones, in the near term, but positive effects in the long term. [ABSTRACT FROM AUTHOR]