Hostname: page-component-586b7cd67f-2plfb Total loading time: 0 Render date: 2024-11-20T11:27:44.798Z Has data issue: false hasContentIssue false
  • English
  • Français

Leading by leaving: Exploring the relationship between supervisory control, job crafting, self-competence and performance

Published online by Cambridge University Press:  15 November 2018

Domenico Berdicchia Open the ORCID record for Domenico Berdicchia [Opens in a new window]  and
Giovanni Masino Open the ORCID record for Giovanni Masino [Opens in a new window]
Domenico Berdicchia*
Affiliation:
Department of Economics and Management, University of Ferrara, Ferrara, Italy
Giovanni Masino*
Affiliation:
Department of Economics and Management, University of Ferrara, Ferrara, Italy
*
*Corresponding authors. Email: [email protected], [email protected]
*Corresponding authors. Email: [email protected], [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

The purpose of this paper is to examine whether different supervisory styles are relevant in facilitating or inhibiting job crafting, and whether job crafting plays a significant role in promoting self-competence and work performance. Data were gathered from 162 employees in a large manufacturing company. We found a positive relationship between promotive control and job crafting, and a negative relationship between restrictive control and job crafting. Some job crafting behaviors positively affect both self-competence and performance, while others have a negative effect. Our results suggest that organizations interested in promoting job crafting should encourage a promotive style of leadership.

Keywords

promotive controlrestrictive controljob craftingself-competenceperformance
Type
Research Article
Information
Journal of Management & Organization , Volume 25 , Special Issue 4: Neurodiversity , July 2019 , pp. 572 - 590
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2018 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328.Google Scholar
Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career Development International, 13(3), 209–223.Google Scholar
Bakker, A. B., Tims, M., & Derks, D. (2012). Proactive personality and job performance: The role of job crafting and work engagement. Human Relations, 65(10), 1359–1378.Google Scholar
Bandura, A. (1977). Self-efficacy: The exercise of control. New York: Freeman.Google Scholar
Bass, B. M. (1997). Does the transactional–transformational leadership paradigm transcend organizational and national boundaries? American Psychologist, 52(2), 130–139.Google Scholar
Bavik, A., Bavik, Y. L., & Tang, P. M. (2017). Servant leadership, employee job crafting, and citizenship behaviors: A cross-level investigation. Cornell Hospitality Quarterly, 58(4), 364–373.Google Scholar
Bell, C., & Njoli, N. (2016). The role of big five factors on predicting job crafting propensities amongst administrative employees in a South African tertiary institution. SA Journal of Human Resource Management, 14(1), 1–11.Google Scholar
Berdicchia, D. (2015). The relationship between LMX and performance: The mediating role of role breadth self-efficacy and crafting challenging job demands. Electronic Journal of Management, 1, 1–28.Google Scholar
Berdicchia, D., Nicolli, F., & Masino, G. (2016). Job enlargement, job crafting and the moderating role of self-competence. Journal of Managerial Psychology, 31(2), 318–330.Google Scholar
Berg, J. M., Grant, A. M., & Johnson, V. (2010a). When callings are calling: Crafting work and leisure in pursuit of unanswered occupational callings. Organization Science, 21(5), 973–994.Google Scholar
Berg, J. M., Wrzesniewski, A., & Dutton, J. E. (2010b). Perceiving and responding to challenges in job crafting at different ranks: When proactivity requires adaptivity. Journal of Organizational Behavior, 31(2–3), 158–186.Google Scholar
Bipp, T. (2010). What do people want from their jobs? The big five, core self-evaluation, and work motivation. International Journal of Selection and Assessment, 18(1), 28–39.Google Scholar
Bipp, T., & Demerouti, E. (2015). Which employees craft their jobs and how? Basic dimensions of personality and employees’ job crafting behaviour. Journal of Occupational and Organizational Psychology, 88(4), 631–655.Google Scholar
Bliese, P. D. (2000). Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. In K. J. Klein, & S. W. J. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions (pp 349–381). San Francisco: Jossey-Bass.Google Scholar
Brislin, R. W., Lonner, W. J., & Thorndike, R. M. (1973). Cross-cultural research methods. New York, NY: Wiley.Google Scholar
Clegg, C., & Spencer, C. (2007). A circular and dynamic model of the process of job design. Journal of Occupational and Organizational Psychology, 80(2), 321–339.Google Scholar
Csikszentmihalyi, M. (1990). Flow: The psychology of optimal experience. New York, NY: Harper and Row.Google Scholar
Demerouti, E., Bakker, A. B., & Halbesleben, J. R. (2015). Productive and counterproductive job crafting: A daily diary study. Journal of Occupational Health Psychology, 20, 457–469.Google Scholar
Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499–512.Google Scholar
Elias, S. M. (2009). Restrictive versus promotive control and employee work outcomes: The moderating role of locus of control. Journal of Management, 35(2), 369–392.Google Scholar
Elias, S. M., & MacDonald, S. R. (2006). Consequences of restrictive and promotive managerial control among American university professors. International Journal of Organizational Analysis, 14(3), 239–250.Google Scholar
Fernet, C., Austin, S., Trépanier, S.-G., & Dussault, M. (2013). How do job characteristics contribute to burnout? Exploring the distinct mediating roles of perceived autonomy, competence, and relatedness. European Journal of Work and Organizational Psychology, 22(2), 123–137.Google Scholar
Ford, M. E. (1985). The concept of competence: Themes and variations. In H. A. Marlowe, & R. B. Weinberg (Eds.), Competence development: Theory and practice in special populations (pp 3–49). Springfield, IL: C.C. Thomas.Google Scholar
Fredrickson, B. L. (2001). The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American Psychologist, 56(3), 218–226.Google Scholar
Ghitulescu, B. E. (2006). Shaping tasks and relationships at work: Examining the antecedents and consequences of employee job crafting. Pittsburgh: Unpublished doctoral dissertation.Google Scholar
Grant, A. M., & Ashford, S. J. (2008). The dynamics of proactivity at work. Research in Organizational Behavior, 28, 3–34.Google Scholar
Hackman, J. R., & Oldham, G. R. (1980). Work redesign. Reading, MA: Addison-Wesley.Google Scholar
Hakanen, J. J., Bakker, A. B., & Schaufeli, W. B. (2006). Burnout and work engagement among teachers. Journal of School Psychology, 43, 495–513.Google Scholar
Hakanen, J. J., Perhoniemi, R., & Toppinen-Tanner, S. (2008). Positive gain spirals at work: From job resources to work engagement, personal initiative and work-unit innovativeness. Journal of Vocational Behavior, 73(1), 78–91.Google Scholar
Hayes, A. F. (2013). Introduction to mediation, moderation, and conditional process analysis: A regression based approach. New York, NY: The Guilford Press.Google Scholar
Hobfoll, S. E. (1989). Conservation of resources. A new attempt at conceptualizing stress. American Psychologist, 44(3), 513–524.Google Scholar
Hox, J. (2002). Multilevel analysis: Techniques and applications. Mahwah, NJ: Erlbaum.Google Scholar
Karasek, R. A., & Theorell, T. (1990). Healthy work: Stress, productivity and the reconstruction of working life. New York, NY: Basic Books.Google Scholar
Kelloway, E. K., & Barling, J. (1991). Job characteristics, role stress and mental health. Journal of Occupational Psychology, 64, 291–304.Google Scholar
Lawler, E. E. (1969). Job design and employee motivation. Personnel Psychology, 22(4), 415–444.Google Scholar
Leana, C., Appelbaum, E., & Shevchuk, I. (2009). Work process and quality of care in early childhood education: The role of job crafting. Academy of Management Journal, 52(6), 1148–1168.Google Scholar
Lee, F. (1997). When the going gets tough, do the tough ask for help? Help seeking and power motivation in organizations. Organizational Behavior and Human Decision Processes, 72(3), 336–363.Google Scholar
LePine, J. A., Podsakoff, N. P., & Lepine, M. A. (2005). A meta-analytic test of the challenge stressor-hindrance stressor framework: An explanation for inconsistent relationships among stressors and performance. The Academy of Management Journal, 48(5), 764–775.Google Scholar
Lu, C.-q., Wang, H.-j., Lu, J.-j., Du, D.-y., & Bakker, A. B. (2014). Does work engagement increase person–job fit? The role of job crafting and job insecurity. Journal of Vocational Behavior, 84(2), 142–152.Google Scholar
Lyons, P. (2008). The crafting of jobs and individual differences. Journal of Business and Psychology, 23(1–2), 25–36.Google Scholar
Lyubomirsky, S., King, L., & Diener, E. (2005). The benefits of frequent positive affect: Does happiness lead to success? Psychological Bulletin, 131(6), 803–855.Google Scholar
Macey, W. H., Schneider, B., Barbera, K. M., & Young, S. A. (2009). Employee engagement: Tools for analysis, practice, and competitive advantage. Malden, MA: Wiley.Google Scholar
Maslach, C., & Leiter, M. P. (1997). The truth about burnout: How organizations cause personal stress and what to do about it. San Francisco, CA: Jossey-Bass.Google Scholar
Mattarelli, E., & Tagliaventi, M. R. (2015). How offshore professionals’ job dissatisfaction can promote further offshoring: Organizational outcomes of job crafting. Journal of Management, 52(5), 585–620.Google Scholar
Morrison, D., Cordery, J., Girardi, A., & Payne, R. (2005). Job design, opportunities for skill utilization, and intrinsic job satisfaction. European Journal of Work and Organizational Psychology, 14(1), 59–79.Google Scholar
Motowidlo, S. J., & Van Scotter, J. R. (1994). Evidence that task performance should be distinguished from contextual performance. Journal of Applied Psychology, 91(4), 749–761.Google Scholar
Niessen, C., Weseler, D., & Kostova, P. (2016). When and why do individuals craft their jobs? The role of individual motivation and work characteristics for job crafting. Human Relations, 69(6), 1287–1313.Google Scholar
Northouse, P. G. (2007). Leadership: Theory and practice (4th ed., Thousand Oaks, CA: Sage.Google Scholar
Oldham, G. R., & Hackman, J. R. (2010). Not what it was and not what it will be: The future of job design research. Journal of Organizational Behavior, 32(2–3), 463–479.Google Scholar
Panari, C., Guglielmi, D., Simbula, S., & Depolo, M. (2010). Can an opportunity to learn at work reduce stress?: A revisitation of the job demand-control model. Journal of Workplace Learning, 22(3), 166–179.Google Scholar
Parker, S. K., Bindl, U. K., & Strauss, K. (2010). Making things happen: A model of proactive motivation. Journal of Management, 36(4), 827–856.Google Scholar
Parker, S. K., & Wu, C.-h. (2014). Leading for proactivity: How leaders cultivate staff who make things happen. In D. V. Day (Ed.), Oxford handbook of leadership and organizations. Oxford Library of Psychology (pp. 380–403). Oxford, UK: Oxford University Press.Google Scholar
Petrou, P., Demerouti, E., Peeters, M. C. W., Schaufeli, W. B., & Hetland, D. J. (2012). Crafting a job on a daily basis: Contextual correlates and the link to work engagement. Journal of Organizational Behavior, 33(8), 1120–1141.Google Scholar
Petrou, P., Demerouti, E., & Schaufeli, W. B. (2016). Crafting the change: The role of employee job crafting behaviors for successful organizational change. Journal of Management, 44(5), 1766–1792.Google Scholar
Rudolph, C. W., Katz, I. M., Lavigne, K. N., & Zacher, H. (2017). Job crafting: A meta-analysis of relationships with individual differences, job characteristics, and work outcomes. Journal of Vocational Behavior, 102, 112–138.Google Scholar
Schaufeli, W. B., & Salanova, M. (2010). How to improve work engagement?. In S. Albrecht (Ed.), The handbook of employee engagement: Perspectives, issues, research and practice (pp. 399–415). Northampton, MA: Edwin Elgar.Google Scholar
Scholl, W. (1999). Restrictive control and information pathologies in organizations. Journal of Social Issues, 55(1), 101–118.Google Scholar
Scholl, W. (2001). Effects of promotive and restrictive control on economic performance. In F. Butera, & G. Mugny (Eds.), Social influence in social reality. Promoting individual and social change (pp. 75–86). Seattle, WA: Hogrefe & Huber.Google Scholar
Shusha, A. (2014). The effects of job crafting on organizational citizenship behavior: Evidence from Egyptian medical centers. International Business Research, 7(6), 140–149. doi: 10.5539/ibr.v7n6p140.Google Scholar
Slemp, G. R., & Vella-Brodrick, D. A. (2014). Optimising employee mental health: The relationship between intrinsic need satisfaction, job crafting, and employee well-being. Journal of Happiness Studies, 15(4), 957–977.Google Scholar
Tafarodi, R. W., & Swann, W. B. (2001). Two-dimensional self-esteem: Theory and measurement. Personality and Individual Differences, 31(5), 653–673.Google Scholar
Tiago, E., & Miguel Pereira, L. (2016). Leading to crafting: The relation between leadership perception and nurses’ job crafting. Western Journal of Nursing Research, 39(6), 763–783.Google Scholar
Tims, M., & Bakker, A. B. (2010). Job crafting: Towards a new model of individual job redesign. South African Journal of Industrial Psychology, 36(2), 1–9.Google Scholar
Tims, M., Bakker, A. B., & Derks, D. (2012). Development and validation of the job crafting scale. Journal of Vocational Behavior, 80(1), 173–186.Google Scholar
Tims, M., Bakker, A. B., & Derks, D. (2014). Daily job crafting and the self-efficacy – performance relationship. Journal of Managerial Psychology, 29(5), 490–507.Google Scholar
Tims, M., Bakker, A. B., Derks, D., & Van Rhenen, W. (2013a). Job crafting at the team and individual level: Implications for work engagement and performance. Group and Organization Management, 38(4), 427–454.Google Scholar
Tims, M., Bakker, A. B., & Derks, D. A. (2013b). The impact of job crafting on job demands, job resources, and well-being. Journal of Occupational Health Psychology, 18(2), 230–240.Google Scholar
Tornau, K., & Frese, M. (2013). Construct clean-up in proactivity research: A meta-analysis on the nomological net of work-related proactivity concepts and their incremental validities. Applied Psychology, 62(1), 44–96.Google Scholar
van Wingerden, J., Bakker, A. B., & Derks, D. (2016). The longitudinal impact of a job crafting intervention. European Journal of Work and Organizational Psychology, 26(1), 107–119.Google Scholar
Vogt, K., Hakanen, J. J., Brauchli, R., Jenny, G. J., & Bauer, G. F. (2015). The consequences of job crafting: A three-wave study. European Journal of Work and Organizational Psychology, 25(3), 353–362.Google Scholar
Wang, H. J., Demerouti, E., & Bakker, A. B. (2017). A review of job crafting research: The role of leader behaviors in cultivating successful job crafters. In U. K. Bindl (Ed.), Proactivity at work: Making things happen in organizations (pp. 77–104). New York, NY: Routledge.Google Scholar
Wang, H.-J., Demerouti, E., & Le Blanc, P. (2017). Transformational leadership, adaptability, and job crafting: The moderating role of organizational identification. Journal of Vocational Behavior, 100, 185–195.Google Scholar
Weseler, D., & Niessen, C. (2016). How job crafting relates to task performance. Journal of Managerial Psychology, 31(3), 672–685.Google Scholar
Williams, K. J., & Lillibridge, J. R. (1992). Perceived self competence and organisational behaviour. In K. Kelley (Ed.), Issues, theory, and research in industrial/organisational psychology. Oxford, UK: North Holland.Google Scholar
Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a job: Revisioning employees as active crafters of their work. Academy of Management Review, 26(2), 179–201.Google Scholar
Xanthopoulou, D., Bakker, A. B., Demerouti, E., & Schaufeli, W. B. (2012). A diary study on the happy worker: How job resources relate to positive emotions and personal resources. European Journal of Work and Organizational Psychology, 21(4), 489–517.Google Scholar