Crafting a way to better performance A quantitative study of the relationship of job crafting with individual performance and the mediating role of authenticity.

Abstract

This cross-sectional study examined job crafting in relation to individual performance and whether authenticity acts as a mediator in this relationship. Data were collected among 333 participants of which the majority was contacted via the database of an HR consultancy agency that operates within the Life Sciences branch. Results provided evidence for positive relations of crafting structural resources and challenging demands with performance. In addition, results indicated that crafting social resources was positively associated with contextual performance. There were no associations found of crafting structural resources with task performance and hindering demands with performance. Furthermore, partial mediating effects of authenticity were detected in the positive relations of crafting structural resources and challenging demands with task performance. Additionally, authenticity seemed to fully mediate the negative relationship of crafting hindering demands with performance. No mediating effects of authenticity were found in the relations of the rest of the job crafting dimensions with contextual performance, and in the relationship of crafting social resources with task performance. Companies are advised to discourage crafting hindering demands behaviour, due to its negative and by authenticity mediated relationship with performance. Organisations wanting to improve their employees’ performance are advised to invest in opportunities for employees to craft structural resources and challenging demands, and in trainings clarifying how to do so effectively.