Participative climate, team job crafting and leaders' job crafting: a moderated mediation model of team performance

Abstract

PurposeDespite increasing interest in team performance, particularly in team-based work environment, the literature is underdeveloped in explaining the mechanisms that lead to team performance. The purpose of this paper, a team-level research, is to advance the understanding of one of the mechanisms that explains how participative climate relates to team performance by studying the roles of team job crafting and leader job crafting in the process.Design/methodology/approachA moderated mediation model of team performance is tested through causal mediation analysis of the R mediation package using multi-sourced data collected from 250 team members working in 58 teams in the software development industry (about participative climate and team job crafting) and from their respective 58 team leaders (about leader job crafting and team performance) through online survey questionnaires.FindingsThe results indicate that teams with the perception of a higher level of participative climate are more likely to engage in team job crafting, which, in turn, leads to team performance. However, the data do not support the hypothesized moderating effect of the leader's job crafting.Practical implicationsThe findings offer implications for practitioners in designing policies that improve team job performance by better understanding one of the mechanisms through which team performance is improved. The study would potentially guide practitioners on the importance of developing a participating climate in job crafting and team performance.Originality/valueThis study not only contributes to the job crafting literature by introducing participative climate as one of the important antecedents to team job crafting, but also enriches the literature on team effectiveness by explaining and empirically demonstrating the role of team job crafting in the link between participative climate and team performance. To the best of our knowledge, the current study is the first one to conceptualize the role of leaders' job crafting in participative climate, team job crafting, and team performance relationships.

The Influence of Procedural Justice, Organizational Trust, and Organizational Commitment on Work Engagement

“…Oldham & Hackman (2010) define job crafting as changes that occur on one's own initiative while performing tasks based on needs and resources, with or without management intervention, through activities such as designing, creating, reviewing, and modifying (Khan et al 2022). Both of these opinions support the theory by Wrzesniewski & Dutton (2001) that job crafting is a contextual activity that can enable or disable different situations across various levels and types of jobs.…”

“…It is demonstrated that each employee is provided with a uniform understanding according to their duties and functions. With higher participation, tasks can be carried out collectively, which in turn will result in team performance (Khan et al 2022). Active involvement in the structure of work processes like this is a form of employee commitment to the organization.…”

Career competencies and employee performance: Mediating roles of job crafting and employee engagement in Islamic banking in North Sumatra, Indonesia

“…One of the behaviors that employees must have is job crafting. According to Guan and Frenkel (2018), Zhang and Liu (2021), Nguyen et al (2019), and Moon et al (2020), job crafting can affect employee performance because employees will carry out a behavior change process to adapt to job characteristics (Dan et al, 2020;Khan et al, 2022;Li et al, 2022). Its effectiveness can improve work and help individuals maintain employee engagement (vigor, absorption, and dedication) (Liu et al, 2021).…”

The role of team cohesion and ambidexterity in enhancing employee adaptive performance: an examination of a multilevel model

“…The adaptive performance comprises change-receptive behaviors, where individuals act energetically towards unforeseen challenges. Predicting the unanticipated is a challenging task requiring learning-oriented behaviors to cope with technological shifts, particularly in dynamic and agile industries like the software development industry (Khan et al, 2022). Consequently, adaptive performance involves managing crises and emergencies, handling unpredictable work situations, reducing work-related stress, finding creative solutions, learning new work tasks and technologies and displaying interpersonal and cultural adaptability (Griffin and Hesketh, 2003).…”