Engaged Versus Workaholic Employees Job Crafting Behavior: The Moderating Role of Perceived Organization Support

Abstract

Purpose: Making jobs challenging and interesting is becoming a new trend in organizations and is related to job crafting behavior. Employees with different sort of wellbeing predict diverse crafting behaviors. This study is about making comparisons between the two states of wellbeing that can be differentiated on theoretical backgrounds: work engagement and work holism. Specifically, both well beings may differently predict job crafting behavior Design/Methodology/Approach: This study was quantitative in nature and applied on a sample of 285 faculty members working in higher education institutions in Pakistan. Further, the moderating effect of perceived organizational support was tested by using the SEM-AMOS. Findings: The findings revealed that engaged employees always craft their jobs even if they don’t perceive considerable support from their organizations. But the employees who are workaholic, do not usually craft their jobs, but adopt job crafting behavior when they perceive an organizational support. Implications/Originality/Value: This study points towards an important theoretical connection between employee wellbeing and job crafting behavior. It concludes that employee wellbeing is essential for job crafting and, specifically, for workaholic employees, perceived organizational support is also important.

Keywords

• Work engagement
• Work holism
• Job Crafting Behavior
• Perceived Organizational Support