Effects of contextual cues in influencing and implementing job crafting intentions.

Purpose Current work environments require employees to be not only role-taker, but also role-makers. Proactivity depends on individual differences such as self-efficacy, but also on contextual factors that may inhibit or support the translation of behavioral intention into actual behaviors. Building on the JD-R theory and on behavioral literature we hypothesized that (1) perceived behavioral control to engage in job crafting has a positive indirect effect on job crafting behaviors via intention, (2) social norms and behavioral modeling moderate the effect of perceived behavioral control on intention, and (3) leader coaching supports the implementation of job crafting intention into actual behaviors. Design/Methodology Three-wave data with a time-lag of 6 weeks were collected (N = 528 employees). Measures included perceived leader coaching behaviors, perceived behavioral control, injunctive and descriptive norms, and behavioral modeling referred to job crafting behaviors. Results Perceived behavioral control was indirectly related to job crafting via intention. Injunctive and descriptive norms, and behavioral modeling weakened the effect of perceived behavioral control on intention to engage in job crafting. On the contrarily, leader coaching strengthened the positive relationship between intention and job crafting behaviors. Limitations Measures were all self-reported. Research/Practical Implications Leader coaching behaviors unrelated to job crafting support the implementation of employees’ intention to engage in job crafting. Originality/Value This study adds to job crafting literature by considering the reciprocal interactions among cognitive, behavioral, and environmental variables underlying the implementation of job crafting