The Impact Of Job Demands And Resources On Job Crafting

Organizations are constantly under pressure for survival in the current highly volatile work environment. This change has been accelerated by trends such as smart work environments and artificial intelligence in the organizational context. Given such uncertainty deriving from a fast rate of change and high complexity, it is vital for organizations to fully utilize and support individuals to be fully engaged in their work, setting grounds for transformation and modification of general roles and specific tasks. Based on the job demands-resources model, our hypotheses are tested using empirical data extracted from 172 subjects currently working in organizations. By commissioning a questionnaire survey method and hierarchical regression analysis, the results offer partially strong support for our proposed research model. We attained moderate support for our hypotheses, in that an individuals’ perception of job resources and job demands in the work context induce job crafting (i.e., task, cognitive, and relational), which acts as a critical mechanism arousing individual work engagement and job stress. In general, job resources (i.e., job autonomy and performance feedback) predicted work engagement, while job demands (i.e., work overload, emotional demands, and technology demands) affected job stress. Also, job demands and job resources both influenced task job crafting, while emotional demands were related to cognitive and relational job crafting, implying different paths between demands and resources and various job crafting activities. In addition, three job crafting dimensions affected work engagement, while only relational job crafting positively affected job stress.

A Multilevel Study Of Supportive Leadership And Individual Work Outcomes: The Mediating Roles Of Team Cooperation, Job Satisfaction, And Team Commitment

Due to increasing empowerment in work teams, team leaders’ supportive role in helping team members perform their tasks is deemed important. The present study aimed at exploring the multilevel dynamics involving team leaders’ supportive leadership and individual work outcomes. Longitudinal survey data were collected from 536 employees in 69 teams of a large engineering company located in South Korea. The results of multilevel structural equation modeling showed that individuals’ perceptions of supportive leadership were positively related to their subsequent task performance, and that this relationship was mediated by team commitment. The relationship between individual-level perceptions of supportive leadership and organizational citizenship behavior (OCB) was mediated by job satisfaction and team commitment. On the other hand, team cooperation mediated the relationship between team-level perceptions of supportive leadership and OCB. These findings provide meaningful insights into multilevel mediation processes involving different levels of supportive leadership perceptions

The Power of Family Support: The Long-Term Effect of Pre-COVID-19 Family Support on Mid-COVID-19 Work Outcomes

While COVID-19 has triggered a vast amount of research on the effect of the pandemic on employee outcomes, little information is known about how the family-to-work interface affects long-term work outcomes during the pandemic. Drawing on the work–home resources model, this study proposes that family support provided before the onset of COVID-19 has a positive indirect effect on job performance and organizational citizenship behavior (OCB) after the onset, by decreasing emotional exhaustion. To test this proposition, we collected two-wave data from 211 South Korean employees over a 17-month period. As predicted, after controlling for employees’ pre-COVID-19 emotional exhaustion, job performance, and OCB, pre-COVID-19 family support was found to exert a significant indirect effect on mid-COVID-19 job performance (b = 0.024, 95% CI = [0.003, 0.071], abcs = 0.027) and OCB (b = 0.031, 95% CI = [0.001, 0.084], abcs = 0.033), through mid-COVID-19 emotional exhaustion. This finding suggests that family support has a positive longitudinal effect on work outcomes for employees during the pandemic

What makes a group of good citizens? The role of perceived group-level fit and critical psychological states in organizational teams

Recent studies have expanded the construct of organizational citizenship behaviour (OCB) to the group level and demonstrated its significance in predicting group performance. In this study, we have further expanded this growing stream of research regarding group-level OCB (GOCB), by identifying distinct group characteristics that predict GOCB. Specifically, we have isolated perceived group-organization (G-O) fit and group-task (G-T) fit as meaningful antecedents of GOCB. We further propose that the perceived G-O and G-T fit influence GOCB by shaping two intermediate psychological states of group members: cohesion and group efficacy. Our findings, which were based on multi-source data collected from 43 organizational teams, demonstrated that cohesion completely mediated the effect of perceived G-O fit on GOCB. Group efficacy, however, proved not to be a significant mediator of the relationship between perceived G-T fit and GOCB. Instead, G-T fit had a significant direct effect on GOCB. This study highlights the significance of group-level conceptualization of group-environment interaction as a potential driver of various group processes and outcomes.

When Do Service Employees Suffer More from Job Insecurity? The Moderating Role of Coworker and Customer Incivility

The present study examines the effect of service employees’ job insecurity on job performance through emotional exhaustion. We identified workplace incivility (i.e., coworker and customer incivility) as a boundary condition that strengthens the positive relationship between job insecurity and emotional exhaustion. To test this moderating effect, we collected online panel surveys from 264 Korean service employees at two time points three months apart. As predicted, the positive relationship between job insecurity and job performance was partially mediated by emotional exhaustion. Of the two forms of workplace incivility, only coworker incivility exerted a significant moderating effect on the job insecurity–emotional exhaustion relationship, such that this relationship was more pronounced when service employees experienced a high level of coworker incivility than when coworker incivility was low. Coworker incivility further moderated the indirect effect of job insecurity on job performance through emotional exhaustion. These findings have theoretical implications for job insecurity research and managerial implications for practitioners

Interteam Cooperation and Competition and Boundary Activities: The Cross-Level Mediation of Team Goal Orientations

Drawing on Dragoni’s cross-level model of state goal orientation, this research aims to examine the cross-level mediating effect of team goal orientation on the relationships between interteam cooperation and competition and three forms of boundary activities. Study 1 tested the proposed mediating relationships by collecting survey data from 249 members of 45 South Korean work teams. Additionally, we conducted a two-wave longitudinal study (Study 2) on 188 undergraduate students to replicate the relationships between three types of team goal orientation and their relevant forms of boundary activities. In Study 1, we found positive associations between interteam cooperation and team learning goal orientation, and between interteam competition and team performance-prove and performance-avoid goal orientations. Team learning and performance-prove goal orientations were positively related to boundary spanning and reinforcement. As predicted, team learning goal orientation had a stronger relationship with boundary spanning than team performance-prove goal orientation, whereas team performance-prove goal orientation had a stronger relationship with boundary reinforcement than team learning goal orientation. While team learning goal orientation mediated the relationship between interteam cooperation and boundary spanning and reinforcement, team performance-prove goal orientation mediated the relationship between interteam competition and boundary spanning and reinforcement. The results of Study 2 demonstrated the positive lagged effects of team performance-prove goal orientation on boundary reinforcement and of team performance-avoid goal orientation on boundary buffering

A Longitudinal Investigation of the Roles of Cognitive and Affective Job Insecurity Before and During the Pandemic

Abstract: Background: While an increasing body of research has examined employees’ job insecurity during the COVID-19 pandemic, we know little about the role of cognitive and affective job insecurity in the pandemic context. Methods: We conducted a two-wave study on 211 service employees in South Korea to assess the indirect effect of their cognitive job insecurity that existed before the onset of the COVID-19 pandemic on their job performance after the onset of the pandemic, via affective job insecurity. Results: Mediation analysis revealed that pre-COVID cognitive job insecurity significantly indirectly affected mid-COVID job performance through mid-COVID affective job insecurity. Further, we found this indirect effect significant only among female employees. Discussion: These findings underscore the long-term effects of cognitive job insecurity on job performance in the context of the COVID-19 pandemic

How Managers’ Job Crafting Reduces Turnover Intention: The Mediating Roles of Role Ambiguity and Emotional Exhaustion

Despite the increasing body of research on job crafting, the relationship between managers’ job crafting and their turnover intention, as well as its intermediary mechanisms, has received relatively little attention from researchers. This study examined how managers’ job crafting negatively affected their turnover intention, focusing on role ambiguity and emotional exhaustion as underlying mediators. Data were collected from 235 store managers in South Korean food franchises. All study hypotheses were supported by regression-based path modeling. Controlling for role conflict and role ambiguity, we found a negative relationship between job crafting and role ambiguity, a positive relationship between role ambiguity and emotional exhaustion, and a positive relationship between emotional exhaustion and turnover intention. Our mediation analyses further revealed that controlling for role conflict and role overload, role ambiguity and emotional exhaustion partially and sequentially mediated the relationship between managers’ job crafting and their turnover intention. These findings have several implications for theory and practice

A Motivational Perspective on Job Insecurity: Relationships Between Job Insecurity, Intrinsic Motivation, and Performance and Behavioral Outcomes

As a result of the global economic recession over the past decade, employees have been exposed to constant threats of job insecurity. Despite having conducted extensive research on job insecurity, scholars have paid little attention to the motivational processes underlying employees’ reactions to job insecurity. The purpose of the present study is to examine the relationship between job insecurity, intrinsic motivation, and performance and behavioral outcomes. Drawing on self-determination theory (SDT), we propose a mediated relationship in which job insecurity decreases intrinsic motivation, which, in turn, undermines job performance, organizational citizenship behavior (OCB), and change-oriented OCB. To test our propositions, we collected survey-based data from 152 R&D professionals employed in a South Korean manufacturing company. As predicted, job insecurity was negatively related to intrinsic motivation, which, in turn, had a positive relationship with all three outcomes. Furthermore, job insecurity exerted significant indirect effects on job performance, OCB, and change-oriented OCB through intrinsic motivation. These findings affirm SDT, which posits that motivation, as a key intermediary process, affects employees’ reactions to job stressors