Impact of Perceived Organizational Support, Servant Leadership, Creative Self-Efficacy, and Conscientiousness on Job Boredom Via Job Crafting: A Study on Banking Sector of Pakistan

Abstract

The feeling of job boredom can impede employees’ performances but it can be improved through engaging them in job crafting activities. It is important to understand the concept of job boredom because it can lead to many negative consequences at the work place. The study attempted to investigate the impact of perceived organizational support, servant leadership, creative self-efficacy, and conscientiousness on job boredom through the mediating effect of job crafting. Data has been collected from 450 employees of Punjab and Sindh working in banking sector of Pakistan through questionnaires. The data is analyzed with the help of SPSS 22 and Smart PLS 3. The findings reveal that there is significant and positive impact of perceived organizational support, servant leadership, creative self-efficacy, and conscientiousness on job crafting. Additionally, job crafting has significant and negative impact on job boredom. However, job crafting also significantly mediate between perceived organizational support, servant leadership, creative self-efficacy, conscientiousness, and job boredom. Moreover, the study also suggests that future researchers can explore other outcomes of job crafting through which job boredom can be mitigated.

Managing Workplace Boredom: Employee Coping Strategies, Supervisor Communication, and Job Satisfaction

“…In both instances, the employees’ estimation of the manager's own efforts is a more powerful predictor of supervisory likeability and job satisfaction, but that said, managerial support of employees’ efforts to mitigate boredom also exhibits a significant and meaningful effect. Our work thus corroborates suggestions in prior research that workers’ perception of a supportive organizational climate facilitates their own boredom mitigation (e.g., Marri et al, 2021) and confers positive effects on employee satisfaction (Tsai, 2016).…”

“…The interrelationships among worker boredom proneness, the enactment of creative and innovative coping and adaptation mechanisms, and the actual communication between managers and workers, remains unclear. While recent research has found that perceived “organizational support” positively facilitates job crafting and creative self-efficacy to reduce job boredom (Marri et al, 2021), the literature has thus far failed to reveal insight into managerial communication—actual responses of managers—specifically directed toward constructive employee efforts to mitigate boredom. Furthermore, despite substantial research recommending managerial awareness and sensitivity to the dysfunctional consequences of boredom—qualitative efforts to highlight the voices of actual workers experiencing these consequences and their perceptions of managerial communicative and behavioral responses to their coping strategies are needed.…”

“…When workers feel that the boring aspects of their work are immutable, we may expect more deleterious outcomes for the worker and the organization (e.g., high turnover, worker time off-task, etc.). On the other hand, workers who endorse a sense of autonomy or agency to cultivate interest in otherwise monotonous tasks may be protected from the worst of these outcomes (Marri et al, 2021; Oprea et al, 2019). A critical but not well-understood element of this process is whether managers and employees are well-aligned in the mitigation of boredom.…”