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Building on work–home resources model, we develop a conceptual model examining job crafting as the mediator between perceived customer participation and service employees' work‐to‐family enrichment, and organization‐based self‐esteem (OBSE) as the moderator on this indirect relationship. Using two‐wave survey data collected from hotel service employees, we found that customer participation can enrich employees' family role through increased cognitive and relational job crafting. In addition, employees' OBSE accentuates the positive linkage between customer participation and employees' relational crafting, and subsequently their work‐to‐family enrichment. This study makes important contributions to extant literature on work‐to‐family enrichment and job crafting as well. It also carries important implications for organizations to support employees' proactive participation in job crafting and enrich employees' family life. Practitioner points: Organizations should well manage customer participation in order to enhance service employees' job crafting.Managers should be aware of how different types of job crafting can enrich their employees' family domain.To cultivate effective work‐to‐family enrichment, organizations should develop employees' self‐worth and sense of competence within the organization. [ABSTRACT FROM AUTHOR]

Purpose – Drawing on proactive coping theory, the authors aimed to test the mitigating effects of proactive personality on the relationships between work-to-family conflict and both work-related outcomes (i.e. career satisfaction and social network) and nonwork-related outcomes (i.e. life satisfaction and personal growth). Design/methodology/approach – To increase the heterogeneity of sample, undergraduate students in a private university were randomly invited and then requested to invite any one of their parents, who had a full time job currently, to participate in the study. Sample size was 204, with a response rate of 75.56 percent. Findings – As predicted, results showed that, for those who had a high level of proactive personality, the influences of work-to-family conflict on both work- and nonwork-related outcomes were all significantly mitigated, as compared with those who had a low level of proactive personality. Originality/value – In this paper, the authors initiated a new insight into work-family interface research by advocating that individuals may "transfer" or reallocate their resources across the work and family domains. They labeled this phenomenon as work-family reallocation, which was supposedly to be differentiated from the prevailing concepts of either work-family conflict or work-family facilitation. [ABSTRACT FROM AUTHOR]