Analyzing Antecedents and Consequence of Job Crafting

Saragih, Susanti; Margaretha, Meily; Situmorang, Alando Putra

doi:10.32327/ijmess/9.2.2020.5

Cited by 7 publications

(9 citation statements)

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“…It has been stated that job autonomy is a requirement for employees to craft their daily tasks. A high degree of job autonomy will trigger job crafting by signaling employees that they have enough opportunity and independence to take initiative changes (Petrou et al, 2012;Sekiguchi et al, 2017;Debus et al, 2019;Saragih et al, 2020). In addition, studies indicate that a higher level of autonomy encourages employees to execute a range of tasks, responsibilities, and will be positively related to a higher level of self-efficacy and intrinsic motivation (Slemp et al, 2015;Saragih et al, 2020).…”

Section: Job Autonomy Job Crafting and Well-beingmentioning

confidence: 99%

“…A high degree of job autonomy will trigger job crafting by signaling employees that they have enough opportunity and independence to take initiative changes (Petrou et al, 2012;Sekiguchi et al, 2017;Debus et al, 2019;Saragih et al, 2020). In addition, studies indicate that a higher level of autonomy encourages employees to execute a range of tasks, responsibilities, and will be positively related to a higher level of self-efficacy and intrinsic motivation (Slemp et al, 2015;Saragih et al, 2020). Not only increase motivation, the Job Demand-Resource Model (JD-R model) also improves the number of structural resources, social resources, and challenges at a job.…”

Section: Job Autonomy Job Crafting and Well-beingmentioning

confidence: 99%

“…Several studies (Sekiguchi, Li, & Husumi, 2017;Debus, Gross, & Kleinmann, 2019;Saragih, Margaretha, & Situmorang, 2020) have shown that employees who perceived enough control over their work are more likely to have higher satisfaction, performance, and well-being. A satisfactory level of autonomy at workplace permits employees to do a more extensive range of tasks, redefine their roles, and modify job aspects that will reach an effective method of work, and will then become a precondition for work crafting (Kim, Im, Qu, & Koong, 2018).…”

Section: Introductionmentioning

confidence: 99%

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Job Autonomy, Job Crafting and Employees’ Well-Being During Working From Home

Saragih

Margaretha

Anantyanda

2021

jmk

Self Cite

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Workplace stressed employees’ well-being because people have to work from home (WFH) and adapt to a new routine of work and life since Covid-19 struck the world. Employees who WFH increase their perception of more autonomous on how to handle their tasks, this is known as job autonomy. This study aimed to examine the relationship between job autonomy and well-being, and the mediating effects of job crafting on job autonomy and employees’ well-being during WFH in Covid-19 Pandemic. An online survey was conducted and there were 427 respondents involved. The model was analyzed using WarpPLS 7.0 and the results showed that no significant relationship was found between job autonomy and well-being. Moreover, job autonomy and job crafting are related as well as job crafting and well-being. Job crafting significantly mediate the relationship between job autonomy and well-being. This study showed that during WFH, employee experience an excessive degree of job freedom and it give them more work pressure and decrease employees' subjective well-being. In a conclusion, this study brings several concerns that organizations should be giving attention to.

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Section: Job Autonomy Job Crafting and Well-beingmentioning

confidence: 99%

Section: Job Autonomy Job Crafting and Well-beingmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Job Autonomy, Job Crafting and Employees’ Well-Being During Working From Home

Saragih

Margaretha

Anantyanda

2021

jmk

Self Cite

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“…Positive treatment at work can create positive employee emotions that support employees to carry out positive voluntary behavior (for example, work craft or job crafting) for the organization (Saragih, Susanti. et al, 2020).…”

Section: H1: It Is Suspected That Perceived Organizational Support Has a Positive Influence On Work Engagementmentioning

confidence: 99%

“…In addition, POS also plays a role in determining employee attitudes and behaviors such as strengthening cognitive and emotional evaluations of their work (Cheng & O-Yang, 2018). Positive treatment in the workplace can also create positive emotions for employees to carry out positive voluntary behavior (job crafting) for the organization (Saragih, Susanti et al, 2020). In addition, job crafting is also one way that might increase work engagement, namely by involving employees on their own initiative, where they change aspects of their work and work environment (Frederick & VanderWeele, 2020).…”

Section: Effect Of Job Crafting On Work Engagement At General Division Employee Of Bank Jatim Head Office Surabayamentioning

confidence: 99%

The Effect of Perceived Organizational Support on Work Engagement Through Job Crafting (Study At General Division Employees Of Bank Jatim Head Office Surabaya)

Budiono

2021

jobbe

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Bank Jatim or PT Bank Pembangunan Daerah Jawa Timur Tbk , on august 17, 1961 Bank Jatiwas establised in Surabaya. as a BUMD, Bank Jatim is the largest bank in East Java. The goal of this research is to examine and analyze the impact of employee’s perceived organizational support on work engagement through job crafting at the General Division in Bank Jatim Surabaya. This study is a causal research of quantitative approach. A total of 56 respondent are used for the sampling technique. With the support of SmartPLS v.3.6.2 software, the statistical analysis used in this research is Partial Least Square (PLS). The analysis outcomes indicate that perceived organizational support has a significant positive effect on work engagement, perceived organizational support has a significant positive effect on job crafting, job crafting has a significant positive effect on work engagement, and job crafting has successfully mediated the effect of perceived organizational support on work engagement.

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Antecedents and consequences of job crafting: Evidence from a multinational travel corporation in Taiwan

Teng¹,

Tsai

2022

Journal of Hospitality and Tourism Management

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Analyzing Antecedents and Consequence of Job Crafting

Cited by 7 publications

References 0 publications

Job Autonomy, Job Crafting and Employees’ Well-Being During Working From Home

Job Autonomy, Job Crafting and Employees’ Well-Being During Working From Home

The Effect of Perceived Organizational Support on Work Engagement Through Job Crafting (Study At General Division Employees Of Bank Jatim Head Office Surabaya)

Antecedents and consequences of job crafting: Evidence from a multinational travel corporation in Taiwan

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