Search Results (4)

In this study, we built and tested a contingency model linking leader daily empowering behaviors with employee daily job crafting. Drawing on the contingency leadership literature and the model of proactive motivation, we theorized employee daily work meaning and vigor as moderators of the above relationships. Daily data were collected from 103 Chinese employees for five consecutive days. Our findings suggest that leader day_T (a certain day) empowering behaviors are more strongly related to employee day_T+1 (next day after the certain day) job crafting when employee day_T work meaning is low and employee day_T+1 vigor is high. Our findings suggest that only under certain conditions can empowering leadership promote employee job crafting on a daily basis. Full article

Not all members are engaged in job crafting behavior in the same context, yet little research has addressed boundary conditions of daily job crafting. This study addresses these important issues and how the effects of daily job crafting vary depending on the work situation. We consider job autonomy and leader support as between-person level moderators and reveal how it affects the impact of daily job crafting on daily job satisfaction. Through the experience of the sampling method, we collected 946 days of data from 108 members (61.9% were male and 38.1% were female) for hypothesis testing. The analysis of results showed that the main effect of daily job crafting and the cross-level moderating effect of leader support were significant, and the moderating effect of job autonomy was not significant. In particular, the positive effect of daily job crafting on daily job satisfaction was strengthened for members with low leader support. These findings highlight that leader support is an important social context in job crafting, and provides insights when members can get more advantages from their daily job crafting. Full article

Whereas past research on daily job crafting has tended to focus on how job crafting affected employee behaviors, we extend this study by examining the antecedents of job crafting and cross-level moderators such as leader-member exchange (LMX) and resilience. Using experience-sampling methodology, we examined the within-person level relationship between positive affect and job crafting as well as the moderating role of individuals’ LMX and resilience on this relationship. Finally, 105 employees completed surveys over 10 days. Results of hierarchical linear models revealed that daily positive affect was positively associated with job crafting. Also, results revealed moderating effects of LMX: the relation between positive affect and job crafting strengthened when employees had low-quality LMX relationship. Full article

Current changes in social structures and political-economic systems directly affect teachers’ job performance. Among others, these changes include changes in communication and information technologies, the scientific revolution, changes in the structure of populations, the revolution of social relations, economic and political transformations, and revolutions in labor relations and leisure time. These changes all seem to have promoted educational revolutions, which encourage the development of autonomous individuals who are capable of making critical judgments, ready to dialogue and cooperate in problem solving, and who seek alternatives aimed at building a better society. Thus, teachers suffer daily from the impact of continual changes that affect the way they do their work. According to the job-demands resources model, each job environment has its own characteristics that can be grouped into two dimensions: job demands and job resources. However, the relationship between job demands and resources has serious implications for individuals’ lives and psychological well-being. While work provides us with the means to survive, develop social relationships, and experience control over our lives, an excess of demands and a shortage of resources to cope with them would adversely affect personal well-being. Hence, individuals can perform behaviors through job crafting to balance this relationship between demands and resources at work. Job crafting is a proactive behavior of the worker who improves his own working conditions in order to achieve a more meaningful and satisfactory job. This phenomenon allows individuals to play a certain role by “creating” their own job, changing the conditions in which they perform their tasks. In this study, 146 teachers participated to investigate the relationships between both individual and collaborative job crafting behaviors, on the one hand, and job satisfaction, work engagement, and teaching performance, on the other. Full article