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Changing the Situation or Changing Oneself? A Model of Task and Cognitive Job Crafting

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Eurasian Business Perspectives

Part of the book series: Eurasian Studies in Business and Economics ((EBES,volume 12/2))

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Abstract

Proactive workplace behavior is currently a topic of significant interest. Particular influential, the construct of job crafting describes self-initiated and autonomously enacted physical and cognitive changes in work boundaries. In this study, the analysis of covariance structures in employee survey data (N = 1196) is used to model individual, interpersonal, and organizational antecedents and psychological outcomes of situation-directed (task) and self-directed (cognitive) job crafting. Confirmed as shared antecedents were individual growth need strength and intellectually stimulating transformational leader behavior. Situational constraints appeared to trigger active coping, manifesting in self-enacted task adjustments, but did not lead to increased cognitive reframing or sensemaking attempts. Different motivational implications of the two types of crafting under study were captured with the multidimensional construct of psychological empowerment. Task crafting related primarily to the control-oriented empowerment dimensions of self-determination and impact. In contrast, cognitive crafting was associated predominantly with person-oriented aspects of meaning and competence. New contributions to the literature include the framing of job crafting as self-empowerment and the differentiation between situation-directed and self-directed modes. Limitations arise from cross-sectional self-report data, ad hoc scale development, and exclusion of relational crafting. Implications for work motivation and well-being are discussed.

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Acknowledgement

This study was supported by a Hong Kong Polytechnic University Research Grant, entitled “Self-determination and Proactive Job Changes.” I thank Xu Huang and Catherine K. Lam for data access and feedback. Earlier versions were presented at the 5th International Conference on Management, Leadership & Governance 2017 in Johannesburg, South Africa, and the 21st Annual American Association of Behavioral and Social Science Conference 2018 in Las Vegas, USA.

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  1. Institute of Psychology, University of Innsbruck, Innsbruck, Austria

    Severin Hornung

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  1. Severin Hornung
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  1. Faculty of Political Sciences, Istanbul Medeniyet University, Istanbul, Turkey

    Mehmet Huseyin Bilgin

  2. MUFG Union Bank, San Francisco, CA, USA

    Hakan Danis

  3. Faculty of Tourism, Istanbul Medeniyet University, Istanbul, Turkey

    Ender Demir

  4. Faculty of Economics, Kadir Has University, Fatih, Istanbul, Turkey

    Meltem Ş. Ucal

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Hornung, S. (2020). Changing the Situation or Changing Oneself? A Model of Task and Cognitive Job Crafting. In: Bilgin, M., Danis, H., Demir, E., Ucal, M. (eds) Eurasian Business Perspectives. Eurasian Studies in Business and Economics, vol 12/2. Springer, Cham. https://doi.org/10.1007/978-3-030-35051-2_1

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