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dc.contributor.authorKim, Minseo
dc.contributor.authorBeehr, Terry A
dc.date.accessioned2019-12-02T23:24:23Z
dc.date.available2019-12-02T23:24:23Z
dc.date.issued2019
dc.identifier.issn1359-432X
dc.identifier.doi10.1080/1359432x.2019.1697237
dc.identifier.urihttp://hdl.handle.net/10072/389418
dc.description.abstractBased on job crafting theory and workplace resources theories, the present study develops a model of both antecedents and consequences of job crafting. We hypothesized subordinates’ perceptions of empowering leadership and core self-evaluations influence employee job crafting behaviours, which subsequently influence four outcomes: improving three employee well-being outcomes, (a) work-family enrichment, (b) flourishing, and (c) life satisfaction; and simultaneously reducing the organizational outcome of (d) deviant behaviours. Three-waves of data over nine months were collected from U.S. full-time employees (n = 276). Results showed empowering leadership and core self-evaluations positively related to expansive/approach forms of job crafting behaviours, which in turn related to the three different well-being outcomes. However, job crafting did not affect employee deviant behaviour. Instead, empowering leadership and core self-evaluations directly predicted less deviant behaviour. With the imputed data, we also found job crafting had a significant but weak relationship with deviant behaviour. These findings provide an integrated understanding of how and why employees engage in job crafting, and the important influence that job crafting has on employees’ subjective well-being. The present study advances leadership and job crafting theories, providing practical recommendations for promoting employee well-being and decreasing undesirable behaviours in the form of workplace deviance.
dc.description.peerreviewedYes
dc.languageEnglish
dc.language.isoeng
dc.publisherInforma UK Limited
dc.relation.ispartofpagefrom1
dc.relation.ispartofpageto14
dc.relation.ispartofjournalEuropean Journal of Work and Organizational Psychology
dc.subject.fieldofresearchBusiness and Management
dc.subject.fieldofresearchPsychology
dc.subject.fieldofresearchcode1503
dc.subject.fieldofresearchcode1701
dc.titleJob crafting mediates how empowering leadership and employees’ core self-evaluations predict favourable and unfavourable outcomes
dc.typeJournal article
dc.type.descriptionC1 - Articles
dcterms.bibliographicCitationKim, M; Beehr, TA, Job crafting mediates how empowering leadership and employees’ core self-evaluations predict favourable and unfavourable outcomes, European Journal of Work and Organizational Psychology, pp. 1-14
dc.date.updated2019-11-28T01:15:30Z
dc.description.versionAccepted Manuscript (AM)
gro.description.notepublicThis publication has been entered into Griffith Research Online as an Advanced Online Version
gro.rights.copyright© 2019 Taylor & Francis (Routledge). This is an Accepted Manuscript of an article published by Taylor & Francis in European Journal of Work & Organizational Psychology on 26 Nov 2019, available online: https://doi.org/10.1080/1359432X.2019.1697237
gro.hasfulltextFull Text
gro.griffith.authorKim, Minseo


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