Crafting job demands and employee creativity: A diary study

Sun, Shuhua; Wang, Nan; Zhu, Jinlong; Song, Zhaoli

doi:10.1002/hrm.22013

Cited by 28 publications

(20 citation statements)

References 116 publications

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“…First, this study confirms that strengths-based job crafting is an important antecedent variable of employee creativity. The job crafting literature has provided several theoretical perspectives to explain how job crafting influences individual creativity, such as job demands and resource allocation ( Beck and Schmidt, 2018 ; Sun et al, 2020 ). However, these studies have mainly focused on the “job” part, and the “person” part have been largely overlooked.…”

Section: Discussionmentioning

confidence: 99%

“…How to enhance employee creativity is a focal concern for academics and practitioners ( Amabile et al, 2005 ; Rietzschel et al, 2016 ; Wu et al, 2020 ). The self-management practice of job crafting, or the changes that employees make to their jobs, has been proved to be an important antecedent of employee creativity ( Bruning and Campion, 2018 ; Sun et al, 2020 ; Wang and Lau, 2021 ). However, most existing studies focused on the top-down job design interventions, which are generally found to be less effective than researchers and practitioners hope ( Nielsen et al, 2010 ).…”

Section: Introductionmentioning

confidence: 99%

“…In fact, the premise of job crafting is to alter the job characteristics according to their initiative. The self-initiated changes caused by personal strengths help employees to revise their work identities ( Dierdorff and Jensen, 2018 ; Sun et al, 2020 ), and enhance the meaning of work through job crafting. Moreover, the freedom or discretion individuals have within the job constraints determines the perceived opportunities and internal motivation factors to generate new ideas ( Wrzesniewski et al, 2013 ).…”

Section: Introductionmentioning

confidence: 99%

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Strengths-Based Job Crafting and Employee Creativity: The Role of Job Self-Efficacy and Workplace Status

2021

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While argued to be fostering creativity, the effect of job crafting on creativity often turned out to be less effective than expected. The reason is that most existing studies focused on the top-down job design interventions. We proposed an elaborated theoretical model to explain the influence of strengths-based job crafting (SJC) on employee creativity (EC). Specifically, we examined the mediating effect of job self-efficacy (JSE) and the moderating effect of workplace status (WP) based on self-affirmation theory. A sample of 480 employees and their supervisors completed a battery of questionnaires. The results revealed that strengths-based job crafting was positively related to employee creativity, with job self-efficacy acting as a mediator for this relationship. Workplace status moderated both the direct and the indirect effects of job self-efficacy. For employees with a higher workplace status, strengths-based job crafting may generate more forces to promote employee creativity. The results suggest that strengths-based job crafting and workplace status can inspire employee creativity through a self-affirmation process.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Strengths-Based Job Crafting and Employee Creativity: The Role of Job Self-Efficacy and Workplace Status

2021

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“…Previous studies have also shown that employees with a high sense of self-worth will engage in more proactive behavior. 31 On the contrary, when employees perceive a higher sense of role overload, their available time and resources will decrease, which will reduce employees’ ability to control their work and lead to their reduced proactive behavior. 32 …”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

“…Previous studies have also shown that employees with a high sense of selfworth will engage in more proactive behavior. 31 On the contrary, when employees perceive a higher sense of role overload, their available time and resources will decrease, which will reduce employees' ability to control their work and lead to their reduced proactive behavior. 32 Accordingly, this paper has put forward the moderating effect of reciprocation wariness on perceived leader trust and the sense of self-worth (Hypothesis 1), the moderating effect of reciprocation wariness on perceived leader trust and the sense of role overload (Hypothesis 2), and the influence of…”

Section: A Moderated-mediated Modelmentioning

confidence: 99%

Feeling Trusted or Feeling Used? The Relationship Between Perceived Leader Trust, Reciprocation Wariness, and Proactive Behavior

Ye¹,

Xiao²,

Wu³

et al. 2021

PRBM

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Purpose The prevailing literature on perceived leader trust has focused on its benefits on employees’ work behavior. However, recent researches suggest that the feeling of leader trust also brings strains and work overload. Thus, existing researches have not yielded consistent conclusions about how the “trusted” employees tend to behave after being trusted by their leaders. Integrating the trait activation theory and self-evaluation psychological states, this study develops and tests the double-edged effects of perceived leader trust on proactive behavior through the different mediating roles of employee’s psychological variables. Specifically, we argued that the perceived leader trust effect is dependent on the employee’s reciprocation wariness, which to a large extent determines employees’ response to the perceived leader trust (ie, sense of self-worth and role overload). Methods The study uses a systematic literature review to identify the arguments supporting the relationship between the constructs and propose model. Additionally, this study adopts the multi-source design approach and collects data in a large Housing Construction & Development Company, which comprised 372 valid samples. Besides, hierarchical regression and bootstrapping methods are also employed to test the hypotheses. Results This study reveals that employee’s reciprocation wariness is negatively moderated the relationship between perceived trust and sense of self-worth while positively moderated the relationship between perceived trust and sense of role overload. Moreover, the higher the employee’s reciprocation wariness, the more negative the influence of perceived trust will be on the employee’s proactive behavior via the sense of role overload; on the contrary, the lower the employee’s reciprocation wariness, the more positive the influence of perceived trust will be on the employee’s proactive behavior via the sense of self-worth. Conclusion This study examines the double-edged sword influence of perceived leader trust on employee behavior. It found that perceived leader trust will affect proactive behavior through employees’ subjective evaluation of the leader’s trust. Moreover, employee’s reciprocation wariness plays a moderating role in this relationship. In a word, this paper deeply analyzes the mechanism and boundary conditions of perceived leader trust influencing employees’ psychological state and behavior, contributing to organizational trust and workplace proactive behavior research.

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Connecting the Dots of Creativity and Curiosity: A Weekly Diary Examination Using Dynamic Structural Equation Modeling

Zampetakis

2024

Journal of Creative Behavior

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In the last decade, research on the connection between curiosity and creativity has surged revealing a positive correlation. However, these findings are primarily based on cross‐sectional studies, which do not establish the direction of the relationship between creativity and curiosity. Is curiosity the driving force behind creativity, or does creativity spark curiosity? The present study addresses this question by examining the potential reciprocal associations between creativity and curiosity within‐persons using state‐of‐the‐art methodology and statistics. Self‐reported data were collected on a weekly basis from a sample of Greek entrepreneurs (N = 195, 49% female) over a 10‐week period. We used the dynamic structural equation modeling (DSEM) framework for data analyses. Results supported the positive relationship between creativity and curiosity within and between individuals. At the within‐person level, creativity and curiosity exhibited significant carry‐over effects from 1 week to the next. However, we did not find consistent evidence for cross‐lagged effects, meaning that curiosity and creativity did not directly cause changes in each other within a 1‐week period. We also found significant random effects underscoring the role of curiosity as a catalyst for creativity, particularly when individuals do not have a strong tendency for their creative levels to persist but do have a strong tendency for their curiosity levels to persist. In such cases, curiosity seems to have a more pronounced impact on shaping creative endeavors. We discuss the implications of our findings for theory and practice and suggest directions for future research.

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Crafting job demands and employee creativity: A diary study

Cited by 28 publications

References 116 publications

Strengths-Based Job Crafting and Employee Creativity: The Role of Job Self-Efficacy and Workplace Status

Strengths-Based Job Crafting and Employee Creativity: The Role of Job Self-Efficacy and Workplace Status

Feeling Trusted or Feeling Used? The Relationship Between Perceived Leader Trust, Reciprocation Wariness, and Proactive Behavior

Connecting the Dots of Creativity and Curiosity: A Weekly Diary Examination Using Dynamic Structural Equation Modeling

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