How do Different Types of Job Crafting Relate to Job Performance? Examining the Role of Occupational SelfEfficacy, Intrinsic Motivation, and Role Overload

Abstract

This study looks into the relationship between distinct job crafting forms and leaderrated performance, as well as job crafting’s predictive relationship to occupational self-efficacy, intrinsic motivation and role overload. A cross-sectional study was carried out, and a correlation analysis was used to examine the data. The study was conducted at an individual level and the analysis consists of 84 employees and 40 leaders across 8 different companies in Norway. The findings partially support one of the three job crafting-performance hypotheses, which suggests that the avoidance job crafting form, decreasing hindering demands, is negatively related to task proficiency. Contrary, approach forms of job crafting, increasing resources and increasing challenges, were not related to performance. Further, increasing challenges predicted intrinsic motivation and increasing resources predicted occupational self-efficacy and intrinsic motivation. This study contributes to the research field of job crafting by providing evidence that not all forms of job crafting have a positive impact on employee’s performance. In addition, it serves as a foundation for further research of the motives, impact and perceptions of job crafting aimed at reducing hindering demands.