• The Journal of Asian Finance, Economics and Business
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• v.7 no.11
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• pp.999-1007
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• 2020

This study aimed to investigate the influence of spiritual leadership on innovative work behavior and the effect of knowledge sharing on job crafting. Furthermore, the roles of knowledge sharing as a mediator for the impact of spiritual leadership on innovative work behavior, and job crafting as a mediator for the relationship between variables, were also examined. This research employed quantitative analysis, including the PLS-SEM approach; SMART-PLS, a measurement and structural equation model was employed to explain the relationship between variables, and the effect of mediation. The population study consisted of all lecturers at the Faculty of Economics and Faculty of Economics and Business at the PTKIN in East Java, Indonesia, comprising 220 randomly-selected samples. The result showed spiritual leadership does not directly influence innovative work behavior, while knowledge sharing directly affects job crafting. The findings indicated knowledge sharing mediates the impact of spiritual leadership on innovative work behavior, and the role of job crafting as a mediator for the relationship between variables was accepted. Therefore, this research confirms a positive influence of knowledge sharing on job crafting, and indicates both factors play an important role in mediating between variables, and are important for lecturers' innovative work behavior.

• Journal of the Korea Safety Management & Science
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• v.23 no.4
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• pp.11-21
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• 2021

In order to explore the job crafting experience of millennial safety workers, this study conducted a qualitative case research with five safety workers of S Energy from March 26 to September 27, 2021 . As a result of the analysis, task crafting showed 'matching one's strong suit with a given task', 'expanding work knowledge using social network service (SNS)', and 'making changes in job performance methods for preemptive safety management activities'. Also, Cognitive crafting showed 'recognition of social vocation as a safety job', 'recognition of a role to grow as a safety management expert', and 'cognitive changes from means of organizational adaptation to enjoyment and energy of life'. At the same time, in relation crafting, 'establishment of amicable relationships through SNS in non-face-to-face and rapid communicating situations', 'safety management made through with mutual cooperations between business people', and 'reborn as a mutual safety net in business relationships' appeared. These can be used as basic data to accumulate the theoretical basis for job crafting research of millennial safety workers and to improve their job satisfaction. A follow-up study was proposed for safety workers with occupations of various kinds.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.18 no.9
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• pp.167-176
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• 2017

The purpose of this study was to examine the effect of subordinates' emotional labor on job burnout and job engagement, and verify whether job crafting moderates the relationships between emotional labor and job related attitudes. A total of 301 employees working at various companies in Korea participated in an on-line survey and the data were examined by statistical analysis. The results showed that surface acting positively affected job burnout. It was found that deep acting positively affected job engagement, while negatively affecting job burnout. The results also demonstrated that job crafting moderated the relationship between surface acting and job engagement. It is suggested that employees' proactive behaviors designed to relieve the stress of work can mitigate the negative effect of emotional behavior. On the basis of the results, the implications and future research directions were discussed.

• The Journal of the Korea Contents Association
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• v.21 no.3
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• pp.463-477
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• 2021

In this study, we investigated the impact of empowering leadership on intrinsic motivation, job crafting, and job performance. The role of intrinsic motivation and job crafting in the relationship between empowering leadership and job performance was verified. Covariance structure analysis was conducted to verify the research hypothesis using questionnaire data collected from SME workers in Yangsan, Ulsan, and Gyeongju. The results were as follows. First, empowering leadership has a significant influence on intrinsic motivation, job crafting. Second, empowering leadership did not have a significant influence on job performance. Third, intrinsic motivation has a significant influence on job crafting but intrinsic motivation did not have a significant influence on job performance. Fourth, job crafting has a significant influence on job performance. Finally, intrinsic motivation plays a partial mediating role in the relationship between empowering leadership and job crafting. job crafting plays a full mediating role in the relationship between empowering leadership and job performance. The results of this study suggest that employees' intrinsic motivation and job crafting should be promoted through the leader's empowering leadership in order to improve job performance.

• Journal of Korea Society of Industrial Information Systems
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• v.25 no.6
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• pp.55-67
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• 2020

This study aims to investigate which job crafting has impact on person-job fit and job satisfaction. We define the concept of job crafting, person-job fit and job satisfaction based on previous literatures and analyze the relationship between variables. The research sample was collected from ground staffs of Low Cost Carrier (LCC) working in Incheon international airport. Results show that the cognition crafting influences on person-job fit of ground staff, and the person-job fit has been verified as a positive effect on job satisfaction.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.22 no.1
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• pp.728-742
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• 2021

The purpose of this study was to explore the dysfunctional effects of job crafting by examining (1) the sequential dual mediating effect of work-related sense of coherence (Work-SoC) and job strain on the relationship between two dimensions of job crafting (i.e., promotion focus & prevention focus) and turnover intentions, and (2) the moderating effect of supervisor support in the relationship between each focus and Work-SoC. A total of 293 employees working at various companies in Korea participated in an online survey. The results showed that promotion-focus job crafting had a direct negative effect on turnover intention, while prevention-focus job crafting had a direct positive effect. Both promotion- and prevention-focus job crafting also had indirect effects on turnover intention by partially mediating Work-SoC and job strain. Supervisor support had a moderating effect on the relationship between prevention-focus job crafting and Work-SoC, weakening the negative effect of prevention focus on Work-SoC. The implications and future directions are discussed on the basis of the results.

• Journal of the Korea Safety Management & Science
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• v.24 no.1
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• pp.81-89
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• 2022

Since the competitive environment, work overload among employees has been increasing. The purpose of this paper is to investigate the impact of work overload on safety behavior and its intermediating mechanisms. In specific, this paper delves into the mediating effect of job stress, as well as the moderating effect of job crafting in the association between work overload and job stress. To empirically test the hypotheses, this study utilized survey data from 168 Korean employees by conducting structural equation modeling(SEM) analysis. The results demonstrated that work overload has a positive (+) influence on job stress, which has a negative (-) influence on safety behavior. Moreover, job stress mediated the association between work overload and safety behavior. Furthermore, job crafting moderated the work overload-safety behavior link.

• Journal of Digital Convergence
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• v.20 no.5
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• pp.489-498
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• 2022

This study was conducted to investigate the relationship between job stress, job crafting, and organizational commitment and the moderating effect of job crafting for members working at social enterprises in Busan. The analysis results are as follows. First, job stress confirmed the negative effect on organizational commitment. Second, it was confirmed that job crafting had a significant effect on organizational commitment in the relationship between job stress and organizational commitment. Based on the results of this study, since job stress of social enterprise workers lowers job commitment, a plan to effectively manage and reduce their stress is required. In addition, job crafting regulates the relationship between job stress and organizational commitment, which means that although members are stressed, job stress has a different negative effect on organizational commitment depending on how much they perceive the meaning and value of their work.

• International Journal of Internet, Broadcasting and Communication
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• v.13 no.1
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• pp.123-133
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• 2021

We study confirmed the factors influencing the organizational culture(collective culture, development culture, rational culture, hierarchical culture) perceived by members of the organization and the manager's authentic leadership(self-awareness, balanced information processing, relational transparency, internalized moral perspective) on job crafting. In addition, the relationship between organizational culture and authentic leadership was empirically analyzed. In order to verify the hypothesis of the research model, the survey results of 269 parts were verified as follows using the statistical program of SPSS 24.0. First, the organizational cultures perceived by members of the organization, development culture and rational culture, showed positive (+) influence on job crafting. In other words, Hypothesis 1 established by the research model was partially adopted. Second, the group culture, development culture, and rational culture of organizational culture were statistically significant in the relationship between the hypothesis 2 organizational culture and authentic leadership. In other words, Hypothesis 2 was partially adopted. Third, the three hypotheses of authentic leadership (self-awareness, balanced information processing, relational transparency, and an internalized moral perspective) all showed positive (+) effects on job crafting. As a result of this study, it was possible to confirm the importance of the organizational culture that improves the job-crafting of the members of the organization and the strategic activation plan for authentic leadership. Therefore, the necessity of strategic human resource development for the development and application of programs to revitalize organizational culture and improve the manager's authentic leadership has emerged.

• Journal of Korean Academy of Nursing
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• v.53 no.1
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• pp.129-143
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• 2023

Purpose: This study aimed to examine the mediating effects of clinical nurses' job crafting on organizational effectiveness based on the job demands-resources model proposed by Bakker and Demerouti (2017). Methods: The participants consisted of 393 nurses working in nursing units of a tertiary general hospital located in Cheongju region. The data, collected using questionnaire from August 9 to August 20, 2021, were analyzed using SPSS 23.0 and AMOS 27.0. Results: The goodness-of-fit (GoF) test results on the modified model (χ² = 2.7, GFI = .94, SRMR = .03, RMSEA = .06, NFI = .92, CFI = .94, TLI = .92, AGFI = .90), indicated that the GoF index satisfied the recommended level. Regarding the effects of each variable on organizational effectiveness, job crafting showed statistically significant direct (β = .48, p < .001), indirect (β = .23, p < .001), and total effects (β = .71, p < .001). Burnout showed statistically significant direct effect (β = - .17, p < .001). Work engagement showed statistically significant direct (β = .41, p < .001) and total effects (β = .41, p < .001). The factors explaining organizational effectiveness were job crafting, burnout, and work engagement, which had an explanatory power of 76.7%. Conclusion: Nurses' job crafting is an important mediating factor for enhancing the organizational effectiveness of nursing organizations. Hospitals should develop job-crafting success cases and related education and training programs as a strategy for enhancing the job crafting of nurses and, consequently organizational effectiveness.