Predictors of job crafting in SMEs working in an ICT-based mobile and multilocational manner

Hyrkkänen, Ursula; Vanharanta, Outi; Kuusisto, Hannele; Polvinen, Kirsi; Vartiainen, Matti

doi:10.1177/02662426221129157

Cited by 4 publications

(2 citation statements)

References 108 publications

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“…This study makes several contributions to the literature. First, it responds to calls for more research on the mechanisms through which job demands and/or resources in addition to personal resources affect employee job crafting (Hyrkkänen et al, 2022). Second, This study adds to the literature as the results suggest that job demands represented by job insecurity and emotional exhaustion decrease the ability to perform j-crafting.…”

Section: Implications: Theoretical Implicationsmentioning

confidence: 82%

Job crafting: An Examination of some Organizational and Dispositional antecedents

hussien,

حمودة

2024

مجلة الدراسات المالية والتجارية

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Purpose -The study aims at testing the relationship between (job insecurity and emotional exhaustion), job resources ( job autonomy) and Job Crafting by applying it to sales reps worked at Egyptian private firms. The study also aims at testing the sequential mediation of emotional exhaustion and self-efficacy in the relationship between job insecurity and Job Crafting. Design/methodology/approach -An online survey was conducted to test the hypotheses. In total, 247 respondents from social network sites completed this survey. Findings -The results revealed that there is a significant negative relationship between job demands and Job Crafting. The evidence also found a significant positive relationship between job resources and Job Crafting. The evidence also supports the sequential mediation of emotional exhaustion and self-efficacy in the relationship between job insecurity and Job Crafting. Originality/value -This study helps scholars and professionals efficiently and effectively enhance job crafting among sales reps.

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Section: Implications: Theoretical Implicationsmentioning

confidence: 82%

Job crafting: An Examination of some Organizational and Dispositional antecedents

hussien,

حمودة

2024

مجلة الدراسات المالية والتجارية

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“…However, we were able to identify new topics, especially related to new spatial concepts and significance of technology, which will have impact to facility management profession especially in medium-term development. Also, working environments can have a significant role in so-called approach crafting or avoidance crafting of work [16], which consequently can be seen as another layer for facilities management to consider.…”

Section: Discussionmentioning

confidence: 99%

Future of the Facilities Management profession

Nenonen,

Lavy,

Graça

et al. 2023

IOP Conf. Ser.: Earth Environ. Sci.

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The focus of facility managers used to be mostly about buildings and services. In this new post-Covid world, facility managers play an important role related to people and services. As organizations make significant transitions to hybrid and remote work, facilities management can ensure by its behalf that employees have productive and fulfilling relationships with their co-workers, their organizations, and their workplaces. The purpose of this paper is to identify short-, medium- and long-term professional challenges to facilities management profession caused by an increase in multilocational work. The short-term challenges may be temporary by nature, and they are based on the explorations of multilocational work. The medium-term challenges are based on a more permanent and stable situation. Long-term challenges are more fundamental by nature reflecting the constant transformation of people, processes, and buildings. The qualitative data were gathered from focus group discussions with Facilities Management professionals from five different continents. The data were organized in three different analyses. The short-term, medium-term, and long-term challenges were identified. The findings indicate that the role of a facility manager is becoming more prominent, and the facility manager should perceive this crisis as an opportunity to step up and support the organisation in its strategic policy. Facilities managers should position themselves as the liaison between the physical and the digital worlds so that they are valuable stakeholders in this emerging virtual space. The results of this study contribute to the development of facilities management training and professional development and shed light on future research needs for the profession.

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