Adaptivity and adaptability are two key elements representing one’s “willingness” and “ability,” respectively, in the career construction theory (CCT) framework. On the basis of CCT and complemented by the visual of resources in the conservation of resources theory, this study combines career issues and performance and examines the joint effect of adaptivity and adaptability on career self-management which will lead to improved performance. Using a sample of Chinese employees (N = 232), the study first examines the mediating role that career self-management plays between career adaptability and performance and then tests the moderating role of proactive personality. Results show career adaptability positively predicts performance, with this relationship partially mediated by career self-management. The positive effect of career adaptability on career self-management is stronger among those who are more proactive than less proactive. Further, the indirect effect of career adaptability on performance is stronger among proactive employees than those with lower levels of proactive personality. These findings provide implications for both theories and practices.

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Purpose This study investigates how challenge–hindrance stressors influence employability through the energy–motivation mechanism and explores the moderating role of pay satisfaction and perceived career opportunity based on the JD-R model. Methods Three-wave time-lagged longitudinal data of 206 employees are analyzed using latent structural equation modelling. Results First, challenge stressors have an indirect positive effect on employability, mainly through intrinsic motivation, while hindrance stressors have an indirect negative effect on employability, mainly through emotional exhaustion. Second, perceived career opportunity strengthens the positive effect of challenge stressors on intrinsic motivation, which further promotes employability. Third, pay satisfaction alleviates the negative effect of hindrance stressors on emotional exhaustion, which, in turn, inhibits the decline in employability. Conclusion The paper clarifies the specific mediating effects of the energy and motivation mechanisms in the association between challenge–hindrance stressors and employability and the moderating effects of pay satisfaction and perceived career opportunity, thus extending studies on the challenge–hindrance stressors to career field and filling the gap in the knowledge of the boundary conditions of the energy–motivation mechanism.

Although studies have indicated the influences of job crafting on contemporary employees’ working outcomes, the path from job crafting to turnover intention is still unexplored in depth. Drawing on goal facilitation theory, we delineate how job crafting relates to turnover intention through organizational instrumentality and is conditioned by inclusive leadership. We collected data from 218 employees from Chinese high-tech companies at two different time points by submitting survey questionnaires. The results indicated that employees’ job crafting relates positively to their perception of organizational instrumentality and further results in decreased turnover intention. We also found that inclusive leadership not only positively moderates the path from job crafting to organizational instrumentality but also positively moderates the whole mediational relationship. Moreover, job crafting relates positively and directly to turnover intention—i.e., the more employees craft their jobs, the more likely they leave their organizations when we control the roles of organizational instrumentality and inclusive leadership. Finally, the theoretical and practical implications are also discussed.