The Impact of Job Crafting on Work Meaningfulness: The Moderating Roles of Team Task Performance and Leader-Member Exchange Differentiation (LMXD)

Abstract

Abstract:

In an uncertain and increasingly dynamic environment, employees' initiative behavior plays a more and more important role. Job crafting, as one of initiative behaviors, becomes a research hotspot in the field of organizational behavior. Job crafting has three key outcomes:work meaningfulness, work identity and well-being. Despite a growing steam of academic studies exploring positive outcomes of job crafting, little is known empirically about the effect job crafting makes on work meaningfulness. On one hand, using the person-job fit theory, we propose that task crafting and relationship crafting have a positive effect on work meaningfulness. On the other hand, team context may moderate the relationship between job crafting and work meaningfulness, especially team task performance and leader-member exchange differentiation. Using multilevel data from multiple sources, we collect data from 300 employees and 51workgroups across a variety of sectors in China. Hierarchical linear models results indicate that task crafting significantly influences work meaningfulness, and the effect is stronger under condition of high team task performance; relationship crafting has a positive effect on work meaningfulness, and this relationship is moderated by leader-member exchange differentiation (LMXD) after controlling team level of leader-member exchange. Employees who make relationship crafting in team of high LMXD perceive higher work meaningfulness than low LMXD.

Key words: job crafting, work meaningfulness, team task performance, leader-member exchange differentiation, multi-level

Yin Kui, Zhang Kaili, Li Xiufeng. The Impact of Job Crafting on Work Meaningfulness: The Moderating Roles of Team Task Performance and Leader-Member Exchange Differentiation (LMXD)[J]. , 2019, 31(3): 143-153.

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