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.
Accelerated digitalization coupled with ever-growing new job demands in China’s manufacturing industry has led to serious concerns about rising work stress and the loss of the sustainability of careers among production workers. They are trapped within an organization due to the lack of career alternatives in the labor market; under such occupational stress, some proactive workers may engage in expansive job crafting (JC) behaviors to get more resources to meet their career goals and make better career plans. As a result, this paper aims to investigate how Chinese manufacturing workers perform JC behaviors to translate perceived work stress into more control over their careers in today’s shrinking job market. Drawing on the job demands-resources (JD-R) theory, this study thus investigates how employee continuance commitment (CC), as a manifestation of work stress, influences career control that can reflect the sustainability of careers in such a turbulent time and how the three dimensions of employees’ JC (i.e., increasing structural job resources, increasing social job resources, and increasing challenging job demands) mediate the CC‒career control relationship, respectively. A time-lagged survey was carried out with a sample of 476 Chinese production workers. The results show that crafting jobs is instrumental in translating the degree of CC that embodies the level of work stress to the degree of career sustainability during the digital transformation of Chinese manufacturing. The article concludes with a discussion of the theoretical and practical implications. Limitations and their implications for future studies are also reviewed.
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