Job Crafting and Employee Well-Being: Examining the Moderating Effect of Group-Level Perceived Organizational Support

Despite extensive research on individual job crafting behavior, empirical evidence on contextual factors that moderate its effects on employee outcomes remains limited. This study examines how job crafting influences employee well-being–specifically job engagement and burnout–by focusing on the moderating role of group-level perceived organizational support (GPOS). Drawing on the Job Demands-Resources model and organizational support theory, we propose and test a multilevel model that captures how individual proactive behaviors and group-level support climates jointly shape well-being. Survey data were collected from 529 employees across multiple workgroups in South Korea. The results indicate that job crafting is positively related to job engagement and negatively related to burnout. Furthermore, the negative relationship between job crafting and burnout was stronger in teams with higher levels of GPOS, whereas the moderating effect on job engagement was not significant. These findings contribute to a multilevel understanding of job crafting by demonstrating that collective perceptions of organizational support serve as an important contextual resource that strengthens the protective effects of job crafting on employee well-being. Theoretical and practical implications are discussed with particular emphasis on the role of team-level support in fostering employees’ proactive work behaviors and well-being.