The central aim of this study is to investigate whether the proactive personality (PP) of frontline service employees moderates the impact of perceived opportunity to craft (POC) on actual job crafting (JC) behaviour. We also examine the consequent effect of JC on employee work engagement (WE) and perceived service recovery performance (SRP). Primary data collected from 624 dyads of Indian frontline banking employees and their immediate colleagues (peers) formed the basis of empirical analysis. Data on JC perception, WE and JC behaviour was self-reported by the employees. On the other hand, peer-rating was invited for frontline employees’ PP and recovery performance. Empirical results indicated that the likelihood of POC resulting in actual JC is significantly higher for proactive employees in comparison to their reactive counterparts. The results also suggest that JC nurtures WE which, in turn, enhances SRP.
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