The association between job crafting and work engagement (WE) has not been much explored in the Indian context. To address this, the current study was undertaken on a group of knowledge workforce from Indian industries. Data were collected from 297 respondents that included junior-, mid- and senior-level employees. It was found that seeking social resources predicts WE as well as organizational commitment amongst the Indian knowledge workers via person–job fit. The study contributes to the literature by exploring the relationship between proactively seeking social resources that shape relationships at work and achieves WE, furthering organizational commitment. It helps reaffirm the independent nature of the job crafting dimension in a collectivistic society. Supervisors can cultivate proactive crafting in establishments to boost and promote an engaged workforce. Bearing in mind the inferences Human Resource Development (HRD) managers ought to make optimum use of human assets by nurturing constructive psychological states and leveraging individual proactivity at work. Limitations and future directions have been discussed.
AllenN. J., & MeyerJ. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63(1), 1–18. https://doi.org/10.1111/j.2044-8325.1990.tb00506.x
2.
AshfordS. J., & CummingsL. L. (1985). Proactive feedback seeking: The instrumental use of the information environment, 58(1), 67–79. https://doi.org/10.1111/j.2044-8325.1985.tb00181.x
3.
BagozziR. P., & YiY. (1988). On the evaluation of structural equation models. Journal of the Academy of Marketing Science, 16(1), 74–94. https://doi.org/10.1007/BF02723327
4.
BakkerA. B. (2010). Engagement and ‘job crafting’: Engaged employees create their own great place to work. In AlbrechtS. L. (Ed.), New horizons in management: Handbook of employee engagement—Perspectives, issues, research and practice (pp. 229–244). Edward Elgar Publishing.
5.
BakkerA. B., & DemeroutiE. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328. https://doi.org/10.1108/02683940710733115
6.
BakkerA. B., & DemeroutiE. (2014). Job demands-resources theory. Vol. 3 Work and wellbeing. Part 2. Resources, coping, and control (pp. 1–28). https://doi.org/10.1002/9781118539415.wbwell019
7.
BakkerA. B., DemeroutiE., & Sanz-VergelA. I. (2014). Burnout and work engagement: The JD–R approach. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 389–411. https://doi.org/10.1146/annurev-orgpsych-031413-091235
8.
BakkerA. B., TimsM., & DerksD. (2012). Proactive personality and job performance: The role of job crafting and work engagement. Human Relations, 65(10), 1359–1378. https://doi.org/10.1177/0018726712453471
9.
BalloutH. I. (2007). Career success. Journal of Managerial Psychology, 22(8), 741–765. https://doi.org/10.1108/02683940710837705
10.
BeheryM. H. (2009). Person/organization job-fitting and affective commitment to the organization. Cross Cultural Management, 16(2), 179–196. https://doi.org/10.1108/13527600910953928
11.
BizziL. (2017). Network characteristics: When an individual’s job crafting depends on the jobs of others. Human Relations, 70(4), 436–460. https://doi.org/10.1177/0018726716658963
12.
BlauG. J. (1987). Locus of control as a potential moderator of the turnover process, 60(1), 21–29. https://doi.org/10.1111/j.2044-8325.1987.tb00238.x
13.
BruningP. F., & CampionM. A. (2018). A role–resource approach–avoidance model of job crafting: A multimethod integration and extension of job crafting theory. AMJ, 61(2), 499–522. https://doi.org/10.5465/amj.2015.0604
14.
BuddJ. W. (2013). The thought of work in employment relations. Employee Responsibilities and Rights Journal, 25(1), 61–65. https://doi.org/10.1007/s10672-013-9212-3
15.
BuiH. T. M., ZengY., & HiggsM. (2017). The role of person–job fit in the relationship between transformational leadership and job engagement. Journal of Managerial Psychology, 32(5), 373–386. https://doi.org/10.1108/JMP-05-2016-0144
16.
ByrneB. M. (1998). Multivariate applications book series. Structural equation modeling with LISREL, PRELIS, and SIMPLIS: Basic concepts, applications, and programming. Lawrence Erlbaum Associates Publishers.
17.
CableD. M., & DeRueD. S. (2002). The convergent and discriminant validity of subjective fit perceptions. Journal of Applied Psychology, 87(5), 875–884. https://doi.org/10.1037/0021-9010.87.5.875
18.
ChenC.-Y., YenC.-H., & TsaiF. C. (2014). Job crafting and job engagement: The mediating role of person–job fit. International Journal of Hospitality Management, 37, 21–28. https://doi.org/10.1016/j.ijhm.2013.10.006
19.
ColeM. S., SchaningerW. S., & HarrisS. G. (2002). The workplace social exchange network: A multilevel, conceptual examination. Group & Organization Management, 27(1), 142–167. https://doi.org/10.1177/1059601102027001008
20.
DemeroutiE., BakkerA. B., & HalbeslebenJ. R. B. (2015). Productive and counterproductive job crafting: A daily diary study. Journal of Occupational Health Psychology, 20(4), 469–469. https://doi.org/10.1037/ocp0000012
21.
DemeroutiE., van den HeuvelM., XanthopoulouD., DubbeltL., & GordonH. J. (2017). Job resources as contributors to wellbeing. In CooperC. L. & LeiterM. P. (Eds.), The Routledge companion to wellbeing at work (pp. 269–283). Routledge Taylor & Francis Group. https://doi.org/10.4324/9781315665979-19
22.
DubbeltL., DemeroutiE., & RispensS. (2019). The value of job crafting for work engagement, task performance, and career satisfaction: Longitudinal and quasi-experimental evidence. European Journal of Work and Organizational Psychology, 28(3), 300–314. https://doi.org/10.1080/1359432X.2019.1576632
23.
EdwardsJ. R. (1991). Person–job fit: A conceptual integration, literature review, and methodological critique. In CooperC. L. & RobertsonI. T. (Eds.), International review of industrial and organizational psychology. International review of industrial and organizational psychology (Vol. 6, pp. 283–357). John Wiley & Sons.
EldorL. (2016). Work engagement: Toward a general theoretical enriching model. Human Resource Development Review, 15(3), 317–339. https://doi.org/10.1177/1534484316655666
26.
FornellC., & LarckerD. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50. https://doi.org/10.2307/3151312
27.
FrederickD. E., & Vander WeeleT. J. (2020). Longitudinal meta-analysis of job crafting shows positive association with work engagement. Cogent Psychology, 7(1). https://doi.org/10.1080/23311908.2020.1746733
28.
FredricksonB. L. (2001). The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American Psychologist, 56(3), 218–226. https://doi.org/10.1037/0003-066X.56.3.218
29.
GeorgeD., & MalleryM. (2011). SPSS for Windows step by step: A simple study guide and reference, 17.0 update (10th ed.). Pearson.
30.
GhitulescuB. E. (2007). Shaping tasks and relationships at work: Examining the antecedents and consequences of employee job crafting [Unpublished doctoral dissertation]. University of Pittsburgh.
31.
GregurasG. J., & DiefendorffJ. M. (2009). Different fits satisfy different needs: Linking person–environment fit to employee commitment and performance using self-determination theory. Journal of Applied Psychology, 94(2), 465–477. https://doi.org/10.1037/a0014068
32.
HanserL. M., & MuchinskyP. M. (1978). Work as an information environment. Organizational Behavior and Human Performance, 21(1), 47–60. https://doi.org/10.1016/0030-5073(78)90038-7
HayesA. F. (2009). Beyond Baron and Kenny: Statistical mediation analysis in the new millennium. Communication Monographs, 76(4), 408–420. https://doi.org/10.1080/03637750903310360
35.
HayesA. F. (2013). Methodology in the social sciences—Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. Guilford Press.
36.
HobfollS. E., HalbeslebenJ., NeveuJ.-P., & WestmanM. (2018). Conservation of resources in the organizational context: The reality of resources and their consequences. Annual Review of Organizational Psychology and Organizational Behavior, 5(1), 103–128. https://doi.org/10.1146/annurev-orgpsych-032117-104640
37.
HuB., & SteinA. M. (2019). The influence of human resource management systems on employee job crafting. Academy of Management Annual Meeting Proceedings. https://doi.org/10.5465/AMBPP.2019.14285abstract
38.
HuQ., SchaufeliW. B., TarisT. W., ShimazuA., & DollardM. F. (2019). Resource crafting: Is it really ‘resource’ crafting—Or just crafting?Frontiers in Psychology, 10. https://doi.org/10.3389/fpsyg.2019.00614
39.
HuQ., TarisT. W., DollardM. F., & SchaufeliW. B. (2020). An exploration of the component validity of job crafting. European Journal of Work and Organizational Psychology, 29(5), 776–793. https://doi.org/10.1080/1359432x.2020.1756262
40.
IslamT., AhmadR., AhmedI., & AhmerZ. (2019). Police work–family nexus, work engagement and turnover intention. PIJPSM, 42(5), 739–750. https://doi.org/10.1108/PIJPSM-09-2018-0138
41.
IversonR. D. (1996). Employee acceptance of organizational change: The role of organizational commitment. The International Journal of Human Resource Management, 7(1), 122–149. https://doi.org/10.1080/09585199600000121
42.
KahnW. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724. https://doi.org/10.2307/256287
43.
KiraM., van EijnattenF. M., & BalkinD. B. (2010). Crafting sustainable work: Development of personal resources. Journal of Organizational Change Management, 23(5), 616–632. https://doi.org/10.1108/09534811011071315
44.
KlineR. B. (2011). Principles and practice of structural equation modeling (3rd ed.). Guilford Press.
45.
KlineR. B. (2015). Principles and practice of structural equation modeling (4th ed.). Guilford Publications.
46.
KolbA. Y., & KolbD. A. (2012). Experiential learning theory. In SeelN. M. (Ed.), Encyclopedia of the sciences of learning (pp. 1215–1219). Springer Publishing Company.
47.
Kristof-BrownA. L., ZimmermanR. D., & JohnsonE. C. (2005). Consequences of individuals’ fit at work: A meta-analysis of person–job, person–organization, person–group, and person–supervisor fit. Personnel Psychology, 58(2), 281–342. https://doi.org/10.1111/j.1744-6570.2005.00672.x
48.
LazazzaraA., TimsM., & de GennaroD. (2020). The process of reinventing a job: A meta-synthesis of qualitative job crafting research. Journal of Vocational Behavior, 116, 103267. https://doi.org/10.1016/j.jvb.2019.01.001
49.
LeeJ. Y., & LeeY. (2018). Job crafting and performance: Literature review and implications for Human Resource Development. Human Resource Development Review, 17(3), 277–313. https://doi.org/10.1177/1534484318788269
50.
MansourS., & MohannaD. (2018). Mediating role of job stress between work–family conflict, work–leisure conflict, and employees’ perception of service quality in the hotel industry in France. Journal of Human Resources in Hospitality & Tourism, 17(2), 154–174. https://doi.org/10.1080/15332845.2017.1340755
51.
McDonaldD. J., & MakinP. J. (2000). The psychological contract, organisational commitment and job satisfaction of temporary staff. Leadership & Organization Development Journal, 21(2), 84–91. https://doi.org/10.1108/01437730010318174
52.
MeyerJ. P., & AllenN. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–89. https://doi.org/10.1016/1053-4822(91)90011-Z
53.
MeyerJ. P., & AllenN. J. (1997). Commitment in the workplace. Theory, research and application. SAGE Publications.
54.
MeyerJ. P., AllenN. J., & SmithC. A. (1993). Commitment to organizations and occupations: Extension and test of a three-component conceptualization. Journal of Applied Psychology, 78, 538–551. https://doi.org/10.1037/0021-9010.78.4.538
55.
MowdayR. T., PorterL. W., & SteersR. M. (1982). Employee–organization linkages. Academic Press.
56.
O’RourkeN., HatcherL., & StepanskiE. J. (2005). A step-by-step approach to using SAS for univariate & multivariate statistics (2nd ed.). SAS Institute.
57.
OstroffC., ShinY., & KinickiA. J. (2005). Multiple perspectives of congruence: Relationships between value congruence and employee attitudes. Journal of Organizational Behavior, 26(6), 591–623. https://doi.org/10.1002/job.333
58.
ParkerS. K., BindlU. K., & StraussK. (2010). Making things happen: A model of proactive motivation. Journal of Management, 36(4), 827–856. https://doi.org/10.1177/0149206310363732
59.
PodsakoffP. M., MacKenzieS. B., & PodsakoffN. P. (2012). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63(1), 539–569. https://doi.org/10.1146/annurev-psych-120710-100452
60.
PorterL. W., SteersR. M., MowdayR. T., & BoulianP. V. (1974). Organizational commitment, job satisfaction, and turnover among psychiatric technicians. Journal of Applied Psychology, 59(5), 603–609. https://doi.org/10.1037/h0037335
61.
PreacherK. J., & HayesA. F. (2004). SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behavior Research Methods, Instruments, & Computers, 36(4), 717–731. https://doi.org/10.3758/BF03206553
62.
RousseauD. M. (1989). Psychological and implied contracts in organizations. Employee Responsibilities and Rights Journal, 2(2), 121–139. https://doi.org/10.1007/BF01384942
63.
RudolphC. W., KatzI. M., LavigneK. N., & ZacherH. (2017). Job crafting: A meta-analysis of relationships with individual differences, job characteristics, and work outcomes. Journal of Vocational Behavior, 102, 112–138. https://doi.org/10.1016/j.jvb.2017.05.008
64.
SaksA. M., & AshforthB. E. (1997). Organizational socialization: making sense of the past and present as a prologue for the future. Journal of Vocational Behavior, 51(2), 234–279. https://doi.org/10.1006/jvbe.1997.1614
65.
SchaufeliW. B., & SalanovaM. (2010). How to improve work engagement? In AlbrechtS. L. (Ed.), New horizons in management. Handbook of employee engagement: Perspectives, issues, research and practice (pp. 399–415). Edward Elgar Publishing. 10.4337/9781849806374.00044
66.
SchaufeliW. B., BakkerA. B., & SalanovaM. (2006). The measurement of work engagement with a short questionnaire. Educational and Psychological Measurement, 66(4), 701–716. https://doi.org/10.1177/0013164405282471
67.
SchaufeliW. B., SalanovaM., González-romáV., & BakkerA. B. (2002). The measurement of engagement and burn-out: A two-sample confirmatory factor analytic approach, 3(1), 71–92. https://doi.org/10.1023/A:1015630930326
68.
ShuckB., & ReioT. G. (2011). The employee engagement landscape and HRD: How do we link theory and scholarship to current practice?Advances in Developing Human Resources, 13(4), 419–428. https://doi.org/10.1177/1523422311431153
69.
SinghS., DavidR., & MikkilineniS. (2018). Organizational virtuousness and work engagement: Mediating role of happiness in India. Advances in Developing Human Resources, 20(1), 88–102. https://doi.org/10.1177/1523422317741885
70.
SinghV. K., & SinghM. (2016). Techniques of job crafting: An exploratory study on management consultants. South Asian Journal of Management, 23(2), 25–50.
71.
SpectorP. E., & FoxS. (2002). An emotion-centered model of voluntary work behavior. Human Resource Management Review, 12(2), 269–292. https://doi.org/10.1016/S1053-4822(02)00049-9
72.
TimsM., & BakkerA. B. (2010). Job crafting: Towards a new model of individual job redesign. SA Journal of Industrial Psychology, 36(2). https://doi.org/10.4102/sajip.v36i2.841
73.
TimsM., BakkerA. B., & DerksD. (2012). Development and validation of the job crafting scale. Journal of Vocational Behavior, 80(1), 173–186. https://doi.org/10.1016/j.jvb.2011.05.009
74.
TsengL.-M., & YuT.-W. (2016). How can managers promote salespeople’s person–job fit?The Learning Organization, 23(1), 61–76. https://doi.org/10.1108/TLO-03-2015-0023
75.
WollardK. K., & ShuckB. (2011). Antecedents to employee engagement. Advances in Developing Human Resources, 13(4), 429–446. https://doi.org/10.1177/1523422311431220
76.
WrzesniewskiA., & DuttonJ. E. (2001). Crafting a job: Revisioning employees as active crafters of their work. AMR, 26(2), 179–201. https://doi.org/10.5465/amr.2001.4378011
77.
ZhangF., & ParkerS. K. (2019). Reorienting job crafting research: A hierarchical structure of job crafting concepts and integrative review. Journal of Organizational Behavior, 40(2), 126–146. https://doi.org/10.1002/job.2332
78.
ZhaoX., LynchJ. G., & ChenQ. (2010). Reconsidering Baron and Kenny: Myths and truths about mediation analysis. Journal of Consumer Research, 37(2), 197–206. https://doi.org/10.1086/651257
