<p>Job crafting refers to work-related behaviors employees take to make their job better fit with their preferences. While job crafting is based on the premise that employees can make such proactive changes on their own volition, recent work has suggested social context plays an important role in determining whether an employee has the opportunities and ability to engage in job crafting. Such contextual factors include the level of support one’s manager provides as well as one’s ability to obtain instrumental resources such as information and advice as well as emotional resources such as social support from the wider organizational community. Applying conservation of resources (COR) theory, Study 1 proposes that when a manager is perceived to provide a low level of support, employees can leverage their social network in order to engage in job crafting initiatives. For instance, when one’s manager offers relatively little encouragement and availability, it can hinder their subordinate’s ability to engage in job crafting. Additionally, when one’s manager has relatively low status in the organization, they may be less able to help their subordinates develop a network to obtain the types of instrumental resources that fuel job crafting behaviors. Findings based on a survey of 276 full-time workers suggest that employees seeking to job craft can compensate for their manager’s shortcomings by building bonding social capital in the former scenario (i.e., when the manager offers little encouragement and availability) and bridging social capital in the latter (i.e., when the manager has relatively low status). Study 2 focuses on the extent to which employees with differing dispositions towards their work engage in different kinds of job crafting behaviors. Findings from survey data (<em>n</em> = 307) suggest that compared to career orientation (i.e., the tendency to view work as a means for advancement and status enhancement), calling orientation (i.e., the tendency to view work as one’s “calling” in life) reduces the tendency for employees to engage in withdrawal behaviors. However, both calling and career orientation were associated with the tendency to proactively leverage technological and other knowledge-based resources in the execution of their work. Additionally, the study tests how virtual work contexts may influence how employees across different dispositional types engage in specified forms of job crafting. Findings suggest these dynamics persist regardless of telecommuting frequency. Implications for theory and practice are provided for both Studies 1 and 2. </p>

Magister Commercii (Industrial Psychology) - MCom (IPS) / The construction industry plays a crucial role in the South African economy. In this high-risk industry, a lack of engagement by employees can have serious and costly health and safety consequences. Because construction companies work under conditions of tight deadlines and stringent requirements, executives and managers are often unable to reduce the demands on their employees. Hence, if employees are to increase their own levels of work engagement (and so improve health, promote safety, and guard against burnout), they need to exert personal agency by recrafting their own jobs. The term job crafting refers to proactive employee behaviours that seek to optimise the work environment, frequently by addressing the balance between job demands and job resource. Previous literature suggests that employees who use job crafting behaviours show higher work engagement, lower disengagement, more positive emotions, and better adaptive performance.

This thesis concerns the relatively recent phenomenon of part-time managers and professionals. The focus is the part-time working arrangement (PTWA) and specifically the process by which it emerges and develops, building on existing literature on working-hours preferences, the role of the organization in part-time working and alternative work organization for temporal flexibility. Two large private-sector organizations, each operating in the UK and the Netherlands, provided four different research sites for narrative interviews with 39 part-time managers and professionals. The key contribution to knowledge is to identify the process of developing a PTWA as a combination of the formal negotiation of a flexibility task i-deal and an informal process of job crafting. In a situation of high constraint – where the individual’s goals conflict with organizational norms and expectations – the tensions between ‘being part-time’ and ‘being professional’ necessitated identity work at each stage, as individuals constructed a ‘provisional self’ which in turn enclosed each stage of the development of the PTWA. The four stages were: first, evaluation of alternative options, including postponing the transition to part- time until more appropriate circumstances arise; secondly, preparation of the individual business case for part-time; thirdly, formal negotiation of a flexibility task i-deal; and finally an informal, unauthorized adaptation of the arrangement over time. Collaborative crafting of working practices (predictability, substitutability, knowledge management) provided greater opportunities for adaptation than individual activities. This study’s contribution to theory in the nascent field of part-time managers and professionals is a process model which suggests how three sets of discourses act as generative mechanisms at each stage of the emergence and development of the PTWA, creating or destroying ‘action spaces’. These discourses are: the perceived ‘nature’ of managerial and professional work, the perception of part-time as a personal lifestyle choice, and the understanding of part-timers as either ‘other’ or the ‘new normal’.

以前如果你討厭你的工作，可能只有辭職或忍耐這兩種選擇，但是最近學者開始鼓吹第三條路：從事「工作塑造」，想辦法給你討厭的工作一個新樣子，讓你覺得工作其實也可以是一件很有意思的事情。 本研究的目的在於：(一)歸納幼兒園園長與教師工作塑造之樣貌；(二)探討幼兒園園長與教師工作塑造之歷程；(三)比較幼兒園園長與教師工作塑造之異同。本研究主要採取質性研究方法，從臺北市、新北市91~95年幼兒園教育評鑑績優名單中，立意取樣選取公、私立各25位園長和教師進行個別訪談，所有訪談錄音在轉換成逐字稿後，再以MAXQDA質性分析軟體進行資料的編碼分類。 本研究獲致之結論歸納如下： 一、幼教工作者的工作內涵多元，因此，其所從事的工作塑造樣貌非常豐富。 二、幼教工作者的工作塑造歷程，可分為：動機、學習歷程、工作疆界改變、挑戰、及調適行動五大部分。 三、幼兒園園長與教師所從事的工作塑造有許多異同處。 (一)相同處：由於園長與教師的背景與工作環境相似，在從事工作塑造的動機、學習歷程、改變的工作疆界、遭遇的挑戰、及採取的調適行動，皆有大範圍的重疊。 (二)相異處： 1.園長─工作疆界改變主要聚焦在全園園務上，然受限僵固的園所文化、害怕干擾他人，而減少從事工作塑造的頻率，故採取調適行動幫助自己創造更多的工作塑造機會。 2.教師─工作疆界改變主要聚焦在班級課程與教學上，然受限缺乏權力，而減少從事工作塑造的頻率，故採取調適行動幫助自己尋找更多支援以獲得工作塑造機會。 / Once upon a time, if you hated your job, maybe you only can choose to quit or to endure it. Recently, a group of researchers is trumpeting a third option：Doing “Job Crafting“ to make a new shape for your disagreeable job. Then, you will think that work is very interesting. This research aims to：(a) sum up the forms of Job Crafting at preschools；(b) probe into the course of Job Crafting at preschools；(c) compare the similarities and differences between principal and teacher at preschools. This study adopts qualitative research way in the main. We are in the light of “The list of outstanding performance educational evaluation in Taipei City and New Taipei City at 91 - 95” and using the purposeful sampling method to select each 25 of principal and teacher in public and private preschools to have an individual interview. And all the sound recordings are converting to verbatim recordings. Than we put data into the MAXQDA for coding and classification. Results show as follows: I. Due to principal and teacher at preschools has multiple contents of work, the forms of Job Crafting they engaged are rich. II. Principal and teacher at preschools have the same course of Job Crafting, including:motivation, learning, change of working boundary, challenge, and adaptive move. III. There are a lot of similarities and differences between principal and teacher at preschools, when they are engaged in the Job Crafting. A. The similarities：Due to principal and teacher at preschools has the same background and working environment, they have a lot of similarities on motivation, learning method, change of working boundaries, challenge, and adaptive move for Job Crafting. B. The differences： 1. Principals ─ The change of working boundaries is focused on affairs about program. They limited by the rigid culture of program and not encroaching on others. They take adaptive moves to create more opportunities of Job Crafting. 2. Teachers ─ The change of working boundaries is focused on affairs about curriculum and teaching. They limited by lacking formal power. They take adaptive moves to find support to get more opportunities of Job Crafting.

This thesis concerns the relatively recent phenomenon of part-time managers and professionals. The focus is the part-time working arrangement (PTWA) and specifically the process by which it emerges and develops, building on existing literature on working-hours preferences, the role of the organization in part-time working and alternative work organization for temporal flexibility. Two large private-sector organizations, each operating in the UK and the Netherlands, provided four different research sites for narrative interviews with 39 part-time managers and professionals. The key contribution to knowledge is to identify the process of developing a PTWA as a combination of the formal negotiation of a flexibility task i-deal and an informal process of job crafting. In a situation of high constraint – where the individual’s goals conflict with organizational norms and expectations – the tensions between ‘being part-time’ and ‘being professional’ necessitated identity work at each stage, as individuals constructed a ‘provisional self’ which in turn enclosed each stage of the development of the PTWA. The four stages were: first, evaluation of alternative options, including postponing the transition to part- time until more appropriate circumstances arise; secondly, preparation of the individual business case for part-time; thirdly, formal negotiation of a flexibility task i-deal; and finally an informal, unauthorized adaptation of the arrangement over time. Collaborative crafting of working practices (predictability, substitutability, knowledge management) provided greater opportunities for adaptation than individual activities. This study’s contribution to theory in the nascent field of part-time managers and professionals is a process model which suggests how three sets of discourses act as generative mechanisms at each stage of the emergence and development of the PTWA, creating or destroying ‘action spaces’. These discourses are: the perceived ‘nature’ of managerial and professional work, the perception of part-time as a personal lifestyle choice, and the understanding of part-timers as either ‘other’ or the ‘new normal’.

The present study examined the relationship between perceived overqualification and work engagement through basic need satisfaction at work and further incorporated job crafting and nonwork crafting to understand the indirect role of need satisfaction. In study 1, a new measure for targeted nonwork crafting was developed and validated. The final scale provided adequate reliability and validity evidence, and predicted life satisfaction and job satisfaction above and beyond the measures of intrinsic motivation and recovery experiences. The main study included a total of 321 full-time employees who had been working in their current job for at least 3 months and represented diverse occupations and industries. Results indicated that basic need satisfaction at work explains the negative relationship between perceived overqualification and work engagement. However, job crafting and targeted nonwork crafting do not moderate the indirect effect of basic need satisfaction at work. Supplemental analyses revealed that job satisfaction emerges as a reactive response to unmet needs at work while targeted nonwork crafting serves as a buffer for the relationship between perceived overqualification and burnout. These findings underscore the importance of considering motivational implications of overqualification on work outcomes and integrating cross-domain variables to the overqualification research.

No description available.

“Micro-innovation” has become the key to sustainable business success in the context of ‘intelligent businesses'. Different from technological innovation, micro-innovation calls for employees to make use of their rich practical experience and expertise while doing the most common tasks in work. They are encouraged to put forward effective small improvements, inventions and ideas which are conducive to further practical operation. Job crafting reflects such a process in which employees spontaneously design their work, optimize work requirements and resources, and finish tasks successfully. In the past decade, scholars of organizational behaviors have studied job crafting and agreed that job crafting of employees is so significant that it will lead to continuous improvement of products (services) and further promote “micro-innovation”. Job crafting is thought to be a dynamic and continuous work process which fluctuates every day. In order to fully understand the formation process of job crafting in the real world, research scholars recently have even called for the research on job crafting in the daily level, which was ignored by previous research. Thus, we intend to focus on employees' daily job crafting, and explore the influencing factors and mechanisms of employees' daily job crafting behaviors. In addition, leaders' emotion display is regarded as an immediate response to the interaction between leaders and employees, and has a more direct impact on the employees' daily job crafting behavior. Thus, we believe that leaders ' emotion display has a much higher information value on employees ' daily behaviors. Although it has been agreed that leaders are the source of positive and negative emotion of subordinates in the workplace, negative emotion is stronger determinant of subordinates' perceptions of leaders than positive emotion. Some clues in the current relevant research literature can confirm this point of view. For example, Dasborough and his colleagues (2016) have found that subordinates could perceive and recall more negative emotional events that have occurred in the past in work situations in greater depth and detail. In addition, Wang and his colleagues (2018) have emphasized that the influence of leaders' negative emotion on their subordinates is more helpful to fully understand the motivational effect of emotion on leadership. Therefore, this study intends to open the black box and investigate the influence of leaders' negative emotion display on employees' daily job crafting. Based on the theory of Emotion as Information, this study used job daily method to examine the influence mechanism of leaders' negative emotion display on subordinates' daily job crafting. This study is based on 1389 daily data from 105 employees in a Biological Industry Co., Ltd. which is located in the North of China. Empirical research has applied multilevel structural equation model to examine the mediation effect of state self-esteem and epidemic motivation, latent moderated structural equations to examine the moderating effect of Leader-Member Exchange, and bootstrapping method to examine the moderated mediation effect of state self-esteem and epidemic motivation. The following conclusions were found: 1) Leaders' negative emotion display negatively predicted subordinates' state self-esteem; Subordinates' state self-esteem positively predicted daily job crafting; The relationship between leaders' negative emotions display and daily job crafting was mediated by subordinates ‘ state self-esteem; 2) Leaders’ negative emotion display positively predicted subordinates' epidemic motivation; Subordinates' epidemic motivation positively predicted job crafting; The relationship between leaders' negative emotions display and daily job crafting was mediated by subordinates ‘ epidemic motivation; 3) Leader-member exchange relationship moderated the relationship between leader’ s negative emotion display and subordinates ‘ state self-esteem / subordinates’ epidemic motivation. 4)The mediation effect of subordinates' state self-esteem / subordinates ' epidemic motivation is moderated by Leader-member exchange relationship. The above results not only respond to the confusion of previous research about whether Leader's negative emotion show negative effect on subordinates, but also help to take a more comprehensive look at the effect of leaders ' negative emotion display on employees' daily job crafting. In addition, the research results expand the practical research of Emotion as Information theory, clarify the influence mechanism of leaders ‘ negative emotion display on employees’ daily job crafting including affective reaction path and cognition-driven path, extend emotion display to the field of job crafting research, and further deepen the research about job crafting

[pt] Em um mundo cada vez mais dinâmico, no campo da Psicologia Organizacional, faz-se necessário entender como os indivíduos têm lidado com as mudanças profissionais ao longo da vida. Esta pesquisa foi dividida em dois estudos. O primeiro teve como objetivo testar a invariabilidade da Escala de Adaptabilidade de Carreira (EAC) no período pré e durante a pandemia. A pesquisa teve dados coletados de 2018 a 2022 e foi composta por 2.674 participantes, entre 17 e 76 anos, dos quais 62,4 por cento são mulheres e mais de 70 por cento têm ensino superior incompleto. Os dados mostraram a invariância da EAC. Os índices de ajuste obtidos para ambos os grupos, sem distinção, foram qui(246) = 4037,38, CFI = 0,951, TLI = 0,945, RMSEA = 0,07 [0,074 - 0,078], SRMR = 0,038, Gamma-Hat = 0,871. Este estudo concluiu que tanto a EAC como as quatro dimensões avaliadas pelo instrumento – preocupação, controle, curiosidade e confiança – são medidas invariantes. O segundo artigo analisou o quanto as características pessoais (as quatro dimensões da adaptabilidade de carreira) explicam o redesenho do trabalho (ações proativas por parte do indivíduo) e se há algum aspecto específico com maior impacto nessa relação. Participaram 299 trabalhadores, que responderam um questionário sociodemográfico, a EAC e Escala de Percepção para Redesenho do Trabalho. Análises de redes e das regressões indicaram forte associação entre preocupação, controle, curiosidade e confiança e o redesenho das relações, o redesenho das tarefas e a reformulação cognitiva. Apesar de todas as relações terem sido positivas, a curiosidade destacou-se como o fator que mais influencia o redesenho do trabalho. Esse estudo contribui para o entendimento das relações íntimas entre a adaptabilidade de carreira e as três formas de redesenho. / [en] In an increasingly dynamic world, in the field of organizational psychology,it is necessary to understand how individuals have dealt with professional changesthroughout their lives. This research was divided into two studies. The first aimedto test the invariability of the Career Adapt-Abilities Scale (CAAS) in the periodbefore and during the pandemic. The survey had data collected from 2018 to 2022and was composed of 2,674 participants, between 17 and 76 years old, of which 62.4 percent are women and more than 70 percent have incomplete higher education. The datashowed the invariance of the CAAS. The fit indices obtained for both groups,without distinction, were qui(246) = 4037.38, CFI = 0.951, TLI = 0.945, RMSEA =0.07 [0.074 - 0.078], SRMR = 0.038, Gamma-Hat = 0.871. This study concludedthat both the CAAS and the four dimensions separately - concern, control, curiosityand confidence - are invariant measures. The second article analyzed how muchpersonal characteristics (the four dimensions of career adaptability) explain workredesign (proactive actions on the part of the individual) and if there is any specificaspect with greater impact in this relationship. Participated 299 workers, whoanswered a sociodemographic questionnaire, CAAS and Work RedesignPerception Scale. Network and regression analyzes indicated a strong associationbetween concern, control, curiosity and trust and relationship redesign, taskredesign and cognitive redesign. Although all relationships were positive, curiositystood out as the factor that most influenced the redesign of the work. This studycontributes to the understanding of the intimate relationships among careeradaptability and the three forms of redesign.

No description available.