Proactive endeavors to foster organizational performance via a bottom-up approach: Job crafting from a dynamic process perspective

Abstract

Employee-initiated bottom-up improvements and job crafting can effectively address the issue of insufficient top-down job design motivation in organizations. Therefore, this study focuses on job crafting and explores how individual and team job crafting can enhance organizational performance. First, based on the action theory, we conduct an in-depth analysis of "job crafting behavior itself," thereby constructing a dynamic process model of job crafting and elaborating on the developmental process of job crafting as well as the mutual influence between individual and team job crafting. Second, we investigate two mechanisms through which employee job crafting affects individual performance at the individual level. Finally, we apply a team process perspective to explain the role of team job crafting in team performance. The job crafting dynamic process model extracted from this study provides theoretical guidance and practical references for organizations to diffuse and solidify job crafting as a promotable work pattern.