Purpose – The purpose of this paper is to explore the relationship between job enlargement and some specific job crafting behaviors and to analyze the moderating role of self-competence. Design/methodology/approach – Data were gathered from 158 workers in a large retail company and analyzed through a regression methodology. Findings – Job enlargement is positively related to specific job crafting behaviors, such as increasing structural and social resources. Self-competence does not moderate the relationship between job enlargement and increasing structural resources; however, it does negatively moderate the relationship between job enlargement and increasing social resources. Research limitations/implications – This is a cross-sectional, single source study. Practical/implications – Organizations may implement job design policies aimed at facilitating the way workers proactively craft their jobs (increasing social and structural resources) by promoting a collaborative organizational culture and decreasing the social costs of job crafting initiatives. Originality/value – This study clarifies the role of contextual and personal antecedents to job crafting. More specifically, it shows that enlarged jobs and employees’ level of self-competence may significantly influence employees’ job crafting in the workplace

PurposeThe purpose of this paper is to examine the influence of performance management systems (PMSs) and their perceived accuracy on job crafting behaviors via motivation.Design/methodology/approachBy adopting a research design based on three waves, a mediation model was tested using survey data from 12 municipalities in Italy.FindingsPerceived PMS accuracy positively influences “approach” job crafting behaviors through intrinsic motivation and “avoidance” job crafting behaviors through extrinsic motivation.Practical implicationsOrganizations interested in promoting job crafting should ensure that PMSs are designed and implemented in a way that increases perceived PMS accuracy among employees.Originality/valueThe results of this study enrich the literature on job crafting by underlining the role of PMSs as an antecedent of job crafting and by clarifying how different motivational processes may intervene in this relationship.

The purpose of this paper is to examine whether different supervisory styles are relevant in facilitating or inhibiting job crafting, and whether job crafting plays a significant role in promoting self-competence and work performance. Data were gathered from 162 employees in a large manufacturing company. We found a positive relationship between promotive control and job crafting, and a negative relationship between restrictive control and job crafting. Some job crafting behaviors positively affect both self-competence and performance, while others have a negative effect. Our results suggest that organizations interested in promoting job crafting should encourage a promotive style of leadership.

Mots clés : Gouvernement d'entreprise, structure financière, stratégie et performance.

In this paper we investigate whether the relationship between leader and members (Leader-Member Exchange, LMX), a key element of work organization, constitutes a relevant antecedent for job crafting. We also investigate whether role breadth self-efficacy mediates such relationship. Then, we look at organizational-level policies, and explore whether human resource initiatives aimed at exposing employees to developmental experiences may influence both the direct relation between LMX and job crafting and the above mentioned mediated relation. Results of a conditional process analysis (a mediated moderation model) with a sample of 172 store level workers indicate that LMX has a positive influence on job crafting. Results also show that developmental experiences moderates the positive direct relationship of LMX on most job crafting behaviors. Moreover, we also found that developmental experiences moderate the positive indirect effect of LMX on some job crafting behaviors via role breadth self-efficacy. These direct and indirect effects of LMX are stronger when developmental experiences are lower. Managerial implications and directions for future research are discussed.