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The purpose of this study is to investigate the relationships between self-leadership(rehearsal, self-goal setting, self-respect) and empowerment, self-efficacy and innovation. In order to verify the relationships, data obtained from 305 employees working in Seoul were analyzed by using SPSS 18.0 and AMOS 8.0. This study reports findings as follows: First, the relationship between the self-leadership(rehearsal, self-respect) and the empowerment is positively related. Second, there was also a positive correlation between the self -leadership(rehearsal, self-goal setting, self-respect) and the self-efficacy. Third, the empowerment is positively related with innovation, however self-efficacy has no correlation with innovation. Implications of these results for research and practice were discussed.

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Based on Job Demands-Resources Model, this study investigated whether the basic mechanism of job crafting is applied equally to IT workforce. Further, we explored the role of demographic characteristics within job crafting mechanism. Using structural equation modeling and multi-group analysis, we analyzed 501 IT workforce’s survey data from Chinese telecommunication enterprises. The results suggested as follows. First, job autonomy had a positive effect on job performance mediated by job crafting. Second, the effect of job autonomy on job crafting was different among age groups. In the 20s, job autonomy had the smallest influence on job crafting, and in all other groups, job autonomy had a very strong influence on job crafting. Third, different relationships between variables were observed among education level groups. Although job autonomy predicted job crafting very strongly in the low education level group, the effect of job crafting on job performance decreased relatively. Moreover, the direct effect of job autono- my on job performance was not significant. In the bachelor’s degree group, there was a significant positive relationship in all paths between job autonomy, job crafting, and job performance. In high education level group, job crafting did not predict job performance where as positive relationship between job autonomy and job crafting existed. Fourth, different relationships between job crafting and job performance were observed among tenure level groups. In the 1-3 years of work experience group, job crafting had the strongest influence on job performance. In contrast, in over 5 years of work experience group, job crafting had no significant effect on job performance. Summarizing the results of this study, job crafting is not effective for all employees within the purpose of improving job performance. This study confirmed that the basic mechanism of job crafting is applied equally to IT workforce who has relatively high job demand and unique work consciousness. Also, this study provided development of enhanced theories of job crafting by confirming the moderating effects of demographic characteristics. Even though Rudolph et al.(2017) tried to prove the role of demographic characteristics, they were not able to identify the actual effect because they used a meta-analysis. This study, using empirical data, proved the clear relationships between variables moderated by demographic characteristics. Further, fo- cusing on the IT workforce of Chinese mobile telecommunication companies, this study provides a clear and specific basis for using of job crafting to the HR practitioners. Nevertheless, since we focused on specific workforce, it is required to be cautious for generalization of research results. Finally, future re- search directions were discussed with the limitations of this study.