Adapting to Frequent Changes: The Roles of Job Crafting and Personal Needs

Chen, Lu; Tang, Kaixuan

doi:10.1177/00218863211026093

Cited by 3 publications

(7 citation statements)

References 67 publications

(124 reference statements)

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“…Research has established that challenging stressors stimulate motivation and positive emotions (LePine et al, 2004), increase organizational commitment and loyalty (Chen and Tang, 2021), and thus promote of career calling (Eteves and Lopes, 2017). Moreover, challenging stressors enhance employees' initiative and creativity, which will reduce employees' intention to leave and turnover behavior (Podsakoff et al, 2007), and promote individuals to adopt innovative behaviors (Wang et al, 2021;Nanank et al, 2022); while threatening stressor diminish work motivation, sense of organizational support and organizational commitment, enhances negative emotions such as anxiety and job insecurity (Cavanaugh et al, 2000), leading to job burnout, job withdrawal (Liu, 2015) and UPB, etc.…”

Section: Cognitive Appraisal Theory Of Stressmentioning

confidence: 99%

Change or paradox: the double-edged sword effect of organizational crisis on employee behavior

Genqiang,

Yueying,

Yong

et al. 2024

JOCM

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PurposeBased on cognitive appraisal theory of stress, this study develops an integrated model to examine the double-edged sword effect and boundary conditions of the impact of organizational crisis on employee behavior.Design/methodology/approachThis study collected 672 employees’ data through three stages of longitudinal follow-up. Hierarchical regression analysis and SPSS macro process were used to test the hypotheses.FindingsThe paper finds that organizational crisis induces unethical pro-organizational behavior through enhanced job insecurity and foster taking charge by stimulating career calling. Employee resilience negatively moderates the relationship between organizational crisis and job insecurity as well as the indirect effects of organizational crisis on unethical pro-organizational behavior through job insecurity. Conversely, it positively moderates the association between organizational crisis and career calling and the indirect effects on taking charge through career calling.Research limitations/implicationsThis study not only expands the research on the mechanisms of organizational crisis' effects on employees' behaviors but also provides practical guidance for corporate managers on how to respond to organizational crisis.Practical implicationsThe following insights are available to organizations and managers: first, this study confirms that organizational crisis can be perceived as threatening stressors that create job insecurity, which in turn leads to pro-organizational unethical behavior. Therefore, managers in organizational crisis should focus on stress regulation and guidance, pay timely attention to changes in the mindset of employees to reduce job insecurity, and strictly prohibit unethical pro-organizational behavior. They should promptly calm and control the atmosphere of panic and anxiety in the organization, do a good job of coordinating the division of labor, reduce personnel conflicts and contradictions, create a good organizational climate and reduce employees' sense of stress and negative perceptions of organizational crisis, thus reducing job insecurity and being able to meet the challenges in a better state. Secondly, this study confirms that employees also perceive organizational crisis as challenges and develop career calling, which in turn inspires proactive change behaviors. This suggests that managers in organizational crisis should promote the positive perception of organizational crisis as challenge, stimulate the career calling of employees in organizational crisis and call on and encourage employees to actively adopt taking charge. Therefore, managers should promptly give employees work affirmation, rewards and punishments, enhance the sense of participation and intrinsic motivation of subordinates, improve self-efficacy and self-confidence levels, effectively reduce the negative perception of organizational crisis, awaken positive psychological energy within individuals, increase their sense of belonging to the organization and thus, increase employees' awareness of the positive challenges of organizational crisis, stimulate employees' career calling through positive and optimistic beneficial pressure drive them to lead the corresponding changes in the crisis. Finally, this study confirms that employees' own resilience can change the double-edged sword effect of organizational crisis. Employees with high resilience are more likely to see organizational crisis as challenge and are thus more likely to develop career calling and are more inclined to initiate change, while employees with low resilience are more likely to see organizational crisis as threat, are more negatively affected by them, develop greater job insecurity and are, thus, more inclined to commit unethical pro-organizational behaviors. This reflects the fact that organizations should constantly cultivate employees' resilience and enhance their cognitive toughness at the same time. For instance, the organization can regularly use promotional lectures and scenarios to help leaders and employees establish corporate ethics, strengthen moral beliefs and correctly understand the nature of unethical affinity behavior. Managers should encourage and advocate positive and correct behaviors such as overcoming difficulties, positive innovation and positive suggestions to promote the sustainable and healthy development of the organization.Social implicationsThe results of this study can increase the organization’s understanding of the negative effects of crisis, help the organization take measures to manage and guide the employees in organizational crisis, more effective and targeted functional changes within the organization, reduce stress damage and improve the efficiency and effectiveness of crisis management. It is also beneficial to improve competitiveness and foresight in the organization’s industry and enhance organizations and employees’ resilience.Originality/valueThis study explores the double-edged sword effect of organizational crisis on employees’ behavior from the perspective of the cognitive appraisal theory of stress, which theoretically opens up a new research perspective, enriches the research in the fields of organizational crisis and taking charge, pro-organizational unethical behavior relationship and practically provides theoretical guidance for enterprises and managers on how to effectively respond to organizational crisis from the employees, which is of great practical significance.

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Section: Cognitive Appraisal Theory Of Stressmentioning

confidence: 99%

Change or paradox: the double-edged sword effect of organizational crisis on employee behavior

Genqiang,

Yueying,

Yong

et al. 2024

JOCM

View full text Add to dashboard Cite

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“…An important generative behavior that has the potential to make individuals accumulating and gaining important personal and contextual resources is job crafting (Chen and Tang, 2021). Job crafting is a job design process consisting of making strategic changes to one's role and to the tasks performed in that role to customize the job and make it more aligned with personal preferences, identities and skills (Wrzesniewski and Dutton, 2001).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Responding to recent calls in the literature for studies that analyze contexts in which managerial turnover is an everyday phenomenon (e.g. Løkke and Sørensen, 2021), we have used in this paper the job crafting framework to analyze how individuals react when facing uncertainty generated by change associated with managerial transition (Chen and Tang, 2021;Petrou et al, 2017Petrou et al, , 2018Vakola et al, 2021). Drawing on this theoretical perspective, we intend to respond to the following research questions: What behaviors do public managers enact when coping with uncertainty at work generated by managerial transition?…”

Section: Ijpsm 361mentioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Moreover, our study contributes to advancing prior research on the antecedents of job crafting (Buonocore et al ., 2020; Hu et al ., 2021; Huyghebaert-Zouaghi et al. , 2021; Yoon et al ., 2019), by exploring how perceptions of uncertainty can influence job crafting behaviors (Barclay et al ., 2022; Chen and Tang, 2021). Finally, using a qualitative approach in the study of job crafting is an important methodological advancement, as research on the topic is predominantly quantitative (Zhang and Parker, 2019), therefore unable to provide in-depth insights into the process underlying the adoption of these proactive behaviors (Lazazzara et al ., 2020).…”

Section: Introductionmentioning

confidence: 99%

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Coping with organizational changes due to executives’ succession: the role of personal and contextual resources for job crafting

Buonocore

Russo

Gennaro

2022

IJPSM

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PurposeEach time there is a government change (indeed a very frequent scenario for Italy), and the leadership team of strategic offices and operations in the public administration is usually replaced. Using the job crafting theoretical framework, the purpose of this study is to investigate how the uncertainty generated by changes in the leadership teams of public offices shapes the public managers’ coping strategies.Design/methodology/approachThis study adopts a deductive qualitative approach. Data for this study were collected through 47 interviews conducted with public managers working at the Italian Presidency of the Council of Ministers.FindingsThe results of the study suggest that job crafting – a proactive approach aimed at customizing the content and nature of one’s job – represents a frequent strategy that public managers undertake, drawing on the personal and contextual resources at their disposal, to reduce perceived uncertainty associated with manager transition.Originality/valueQuestions related to the positive or negative impact of managerial transitions generated conflicting opinions in the literature. The authors demonstrate that job crafting could represent a valuable strategy adopted by executive managers to cope with increasing uncertainty associated with managerial transition due to government change, especially when these strategies enable to gain valuable personal and contextual resources for managers.

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Outlining a novel psychometric model of mental flexibility and affect dynamics

Borghesi,

Chirico,

Cipresso

2023

Front. Psychol.

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Theoretically, affective states have always been conceived as complex phenomena enabling individuals to respond flexibly and dynamically to environmental demands. Methodologically, the novel field of Affect Dynamics has started to analyze affective states as inherently dynamic and interdependent phenomena by focusing on how and why they fluctuate over time. Fluctuations of affective states can also be conceived as a function of individuals’ ability to flexibly modulate their responses according to environmental demands. However, this ability has been sparsely investigated in different disciplines and domains, thus, engendering a plethora of terms and models. In this conceptual analysis, we first aimed to disentangle the puzzle of flexibility by outlining the distinctive cross-domain features of this concept, thus providing a novel comprehensive operationalization. We termed this novel unitary concept “mental flexibility,” the general ability to variably adapt to environmental demands. Then, we outlined the interplay between individuals’ mental flexibility and affect dynamics by proposing a novel psychometric model of affect dynamics, using Markovian chain.

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Adapting to Frequent Changes: The Roles of Job Crafting and Personal Needs

Cited by 3 publications

References 67 publications

Change or paradox: the double-edged sword effect of organizational crisis on employee behavior

Change or paradox: the double-edged sword effect of organizational crisis on employee behavior

Coping with organizational changes due to executives’ succession: the role of personal and contextual resources for job crafting

Outlining a novel psychometric model of mental flexibility and affect dynamics

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