The function of managers’ job crafting in their subordinates’ role overload and role ambiguity.

Abstract

This study builds on the literature from the research area of job crafting and job demands-resources perspective. It advances the current knowledge of the topic of job crafting with its possible disadvantages by taking a perspective of a person subordinate towards the one who engages in job crafting behaviours. The results of the conducted study do not signify the relationship between the perception of managers’ job crafting behaviours and how these affect subordinates’ role. However, when job crafting behaviours are split into subcategories, they affect subordinates’ role overload and ambiguity differently than when measured as a single variable. Additionally, subordinates with proactive personality tend to cope better with handling role overload, but worse with handling role ambiguity. Limitations to the study as well as suggestions for further research and practical implications discussing work-related stress management are discussed.