Purpose Building on the work–home resources model, the purpose of this paper is to test the mediating role of employee self-efficacy in the relationship between job crafting and work–self facilitation. The paper further explores the moderating role of the quality of leader–member exchange (LMX). Design/methodology/approach A sample of 204 employees from a European country was used to test the proposed moderated mediation model. The analysis was performed using Hayes’ Process Macro. Findings The findings indicate that job crafting is positively associated with self-efficacy which, in turn, is positively associated with work–self facilitation. In other words, self-efficacy mediates the relationship between job crafting and work–self facilitation. Furthermore, LMX moderates the relationship between job crafting and self-efficacy. Practical implications The results of this study offer guidelines for human resource (HR) professionals interested in grasping how organisations can assist employees in experiencing work–self facilitation. Originality/value This study advances the existing literature by investigating the antecedents of work–self facilitation, which is an understudied variable in the work–family and HR literature, thereby responding to calls to include aspects of self in the discussion on different life domains in order to obtain an all-inclusive view of how employees function. Furthermore, it demonstrates how LMX and job crafting promote the fulfilment of an employee’s own personal interests and hobbies. Such information is relevant to HR practitioners as it might help them boost employees’ work performance.

The career attitudes and decisions of both male and female employees depend not only on the situation at work but are also influenced by their family dynamics. This paper explores the differences in the relationship between career identity and career commitment and tested self-efficacy as a moderating variable for employees with different family dynamics. It also considered whether these relationships vary among male and female employees. The results show that in the female subsample the moderator was significant, while for males self-efficacy did not play a significant role. In terms of family characteristics, being married/cohabiting and being married/cohabiting with dependents in the household were found to be relevant differentiating factors among females when it comes to the significance of the moderating effect. In the male sample self-efficacy exhibited a significant effect only in the group of male employees with dependents.

Drawing on control theory, this paper moves closer to understanding the individual antecedents of employee citizenship behaviours. It explores the combined effect of three antecedents – job self-efficacy, family-work enrichment, and promotion focus – on service delivery organisational citizenship behaviour. Moderated Hierarchical Regression Modelling is performed on a sample of 198 call centre employees. The findings show a U-shaped curvilinear relationship between job self-efficacy and service delivery organisational citizenship behaviour for those employees who experience family-work enrichment. The results also confirm the three-way interaction of job self-efficacy, family- -work enrichment, and promotion focus as joint predictors of citizenship behaviour. Theoretical implications are outlined along with practical steps for employers motivated to encourage citizenship behaviours in their teams, departments and sectors.

Since the beginning of the pandemic, working from home has become the prevalent way of working for many employees around the world. Consequently, the nature of daily interactions that previously were taken for granted has changed profoundly, affecting the quality of the work experience. Pursuing connections rather than disconnecting oneself from others can be a purposeful act leading to a positive work experience and thriving. However, there is limited research available about how to thrive while working remotely. Drawing on the micro-organizational literature, this paper presents a framework for individual thriving while working from a home office by nurturing relationships with various stakeholders. Guided by theory on relationships, thriving, and individual accounts of relationship challenges while working from home during the pandemic, we propose strategies for maintaining fruitful relationships in circumstances characterized by uncertainty, anxiety, and loneliness. We argue that employees can be the designers of the following high-quality relationships, which may transform their remote work experience: the relationship with self, with colleagues, with leaders, and with one's partner and family. In this way we make theoretical contributions to Spreitzer et al.'s model of employee thriving.