ISSN 1671-3710
CN 11-4766/R
主办:中国科学院心理研究所
出版:科学出版社

心理科学进展 ›› 2023, Vol. 31 ›› Issue (10): 1814-1827.doi: 10.3724/SP.J.1042.2023.01814

• 研究构想 • 上一篇    下一篇

自下而上提升组织绩效的主动尝试:基于动态过程视角的工作重塑

陈志俊1, 纪顺洪1, 张辉华2()   

  1. 1上海财经大学商学院, 上海 200433
    2上海师范大学人力资源管理系, 上海 200234
  • 收稿日期:2022-12-20 出版日期:2023-10-15 发布日期:2023-07-25
  • 通讯作者: 张辉华, E-mail: zhanghuihua2005@126.com
  • 基金资助:
    国家自然科学基金面上项目(72271150);上海财经大学创新研究团队(IRTSHUFE)

Proactive endeavors to foster organizational performance via a bottom-up approach: Job crafting from a dynamic process perspective

CHEN Zhijun1, JI Shunhong1, ZHANG Huihua2()   

  1. 1College of Business, Shanghai University of Finance and Economics, Shanghai 200433, China
    2Department of Human Resource Management, Shanghai Normal University, Shanghai 200234, China
  • Received:2022-12-20 Online:2023-10-15 Published:2023-07-25

摘要:

员工自下而上主动改进和重塑工作能够有效地弥补企业自上而下工作设计激励不足的问题。因此, 本研究聚焦工作重塑, 探讨如何通过个人和团队的工作重塑提升组织绩效。首先, 基于行动理论, 深入分析“工作重塑行为本身”, 从而构建工作重塑的动态过程模型, 并细致地阐述了工作重塑的发展过程以及工作重塑在个体和团队两个层次相互影响的过程。其次, 从个体层探究了员工工作重塑影响个体绩效的两个机制。最后, 应用团队过程视角, 阐释了团队工作重塑影响团队绩效的作用机制。研究提炼出的工作重塑动态过程模型能为组织将工作重塑扩散并固化为可推广的工作模式提供理论指引和实践参考。

关键词: 工作重塑, 动态过程, 影响机制, 组织绩效

Abstract:

By proactively changing and crafting their jobs, employees can effectively compensate for the lack of motivation due to a top-down approach adopted by firms. Therefore, our research focuses on job crafting by exploring how to enhance organizational performance via job crafting behaviors enacted by individuals and work teams. First, drawing on the action theory, we flesh out the nature of job crafting behavior and propose a dynamic process model. Accordingly, we elaborate on the dynamic process via which job crafting occurs such that it has interactive implications at the individual and team levels at the same time. Next, we explore how individual job crafting shapes individual job performance via two distinct mediating mechanisms. Last, drawing on a team process view, we delineate how team job crafting contributes to team performance.

In summary, our research makes several contributions to the job crafting literature. To start with, it enriches our understanding of the job crafting concept and evolution. Drawing on ontology and action theory, we focus on exploring the definition of job crafting and offer a comprehensive view of the dynamic development of job crafting by revealing two specific processes. In contrast to the consequences of job crafting, the nature of job crafting behaviors is understudied in previous studies. Moreover, far too little attention has been paid to the association between individual and team job crafting. Based on the dynamic process model of job crafting, we provide a nuanced examination of the elements and structures of job crafting activities and explain the interaction between individual job crafting and team job crafting. Therefore, our study not only enhances the knowledge of what job crafting is but also offers insights into how this bottom-up behavior grows and changes.

Second, we contribute to the individual job crafting literature by introducing a new theoretical perspective to explore the mechanism of how individual job crafting influences job performance. Previous studies investigating this process are limited to work engagement, job satisfaction, and well-being. These findings, however, have ignored the individuals’ self-awareness and adjustments after crafting their jobs. Beyond the traditional theoretical views, such as the JD-R model and social exchange theory, applied in prior research, our study introduces the social distance theory to explain the differential impacts of individual approach and avoidance job crafting on job performance, and reveals the moderating role of task time pressure. This new theoretical perspective advances the outcomes of individual job crafting and encourages more future research to analyze the cognitive mechanisms at the individual level.

Third, the present study contributes to the team job crafting literature by examining the mechanisms and boundary conditions. Current research has majorly focused on the effects of job crafting at the individual level. However, few studies have investigated how team job crafting influences team outcomes. In this research, our model addresses the gap by differentiating the mediating roles of team reflection and team conflict in the relationship between team job crafting and team performance. In addition, we highlight that the team transactive memory will moderate these two pathways. By conducting studies from a team-level view, our research contributes to a more thorough understanding of the distinctions between team approach job crafting and team avoidance job crafting, and improves the comprehensiveness of the current theoretical framework of job crafting.

Finally, our research extends the application of theories in job crafting literature by building a flow-based integrative model. Previous studies have mainly focused on individual social learning, job demands and resources, and attribution theory to explain the effects of job crafting. In this study, we integrate theories from different levels and explore changes and links in the job crafting process by the flow, instead of particular variables. Additionally, the flow-based model will contribute to empirical studies and managerial practices.

Key words: job crafting, dynamic process, mediating mechanism, organizational performance

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