개인, 직무, 관계 측면에서의 결정요인이 직무 크래프팅에 미치는 주효과 및 상호작용효과

The scholarly and practical focus with regard to job (re)design moves from traditional top-down processes by managers or supervisors to alternative bottom-up processes by employees or subordinates. Researchers have been recently interested in job crafting which represents that organizational members alter the boundaries of their jobs by changing how they perform tasks and expanding the scope of tasks. Previous research has shown that job incumbents in organizations actually tend to engage in job crafting behaviors, and that job crafting contributes to a variety of work outcomes including job attitudes and performance. However, it remains insufficient to identify factors which lead to or facilitate job crafting in the individual level. Given that job (re)design research should comprehensively consider the characteristics of jobs, incumbents, and social environments, this study attempted to investigate determinants of job crafting in individual, job, and relational aspects. In particular, the current study hypothesized that job crafting would be positively influenced by proactive personality in the individual aspect, job autonomy in the job aspect, and interpersonal feedback in the relational aspect. It was expected that proactive personality would function as the willingness, job autonomy would serve as the opportunity, and interpersonal feedback would play a role of the competency. This study collected data from 208 hotel service employees in Korea. Hierarchical multiple regressions was used to empirically test the hypotheses. The analyzed results indicated that proactive personality in the individual aspect, job autonomy in the job aspect, and interpersonal feedback in the relational aspect significantly had the positive effects on job crafting. In addition, these determinants interacted to affect the extent to which job incumbents engaged in job crafting. In other words, proactive personality had the strongest, positive relationship with job crafting when job autonomy was high and coworkers provided useful feedback. The findings of this study suggests implications for scholars and practitioners. Specifically, the present study offers evidence that proactive personality, job autonomy, and interpersonal feedback independently and interactively play pivotal roles in facilitating job crafting behavior as individual job redesign, which suggests that those determinants have main and synergistic effects on job crafting. Furthermore, it proposes that managers or supervisors in contemporary organizations need to change their perspectives on job redesign and to establish conditions for employees or subordinates to redesign job tasks spontaneously. The limitations of this study and the directions for future research are also discussed.