The role of organizational structure on individual job crafting through the job-demands resource model
Keywords
Loading...
Authors
Issue Date
2025-06-26
Language
en
Document type
Journal Title
Journal ISSN
Volume Title
Publisher
Title
ISSN
Volume
Issue
Startpage
Endpage
DOI
Abstract
Job crafting, defined as employee’s ability to shape their tasks, relationships and perceptions of their
work has gained interest in the literature and in organizations. Although job crafting behavior has been
linked to Job Demands and Resources (JD-R) model, and JD-R to organizational structure, research
connecting structure to job crafting, mediated by JD-R is lacking. This study addresses the gap by
examining how structural parameters shape job demands and resources and how these, in turn, affect
employee job crafting behavior. A mixed-method approach is used to examine this relationship at two
secondary schools in The Netherlands that differ in their structure. The results show one full mediation
between structure, autonomy and avoidance job crafting, indicating that structure indirectly shapes
avoidance job crafting behaviors through its influence on autonomy. Employees working in a higher
parameter structure report lower levels of autonomy and are likely to engage in avoidance job crafting.
Therefore, structure indirectly shapes individual job crafting behavior by influencing the work design
Description
Citation
Supervisor
Faculty
Faculteit der Managementwetenschappen