The Ancedent Research Of Employee Job Crafting In The Organizational Change Situation

By the year, scholars have drawn more attention on organizational change and job crafting. With the development of the economy and enterprise, organizations always on the change cycle. Since the employees are more and more important, job crafting is also becoming a focus concept. It is easy to see that whether demands or resource, both have impacts on job crafting. Whereas the effects of organizational chang and perceived organizational support on job crafting, have not yet been studied; so does the interaction on job crafting. We consider the organizational change, and perceived organizational support as the independent variables, job crafting as the dependent variable, and to study the relationship among the variables. Also, we choose job insecurity and intrinsic motivation as the mediating variables, to better study the mechanism of the model. Finally, we have construted a double-path model.We started the research with job crafting and job demands-resource model, and systematically reviewed the literatures, then by issuing questionnaires to182subjects in transformational organizations, we tested the hypotheses, and acquired the results. Based on the results, we summarized the research, reached the conclusions, and put forward the future directions.The main conclusions are listed as below.(1) Perceived organitioanl change has impact on job crafting, and the effects of dimensions are different. The impact of perceived organizational change on the increasing challenging job demands is significant, whereas the impact of other dimensions are not significant.(2) Perceived organizational change also show significant impact on all the job crafting dimensions.(3) Job insecurity can affect the job crafting remarkably. The quantitative job insecurity is not significantly related to the job crafting; whereas the quanlitive job insecurity is significantly related to all the dimensionsl of job crafting.(4) Intrinsic motivation shows great effects on all the dimensions of job crafting.(5) The mechanism of quantitative job insecurity and quanlitive job insecurity are significantly different. The mechanism of quantitative job insecurity is not significant, whereas the mechanism of quanlitive job insecurity on the increasing challenging job demands is significant.(6) Intrinsic motivation partly mediated the relationship between perceived organizational support and all the dimensions of job crafting.(7) The interaction of perceived organizational support and perceived organizational change on job crafting is not significant. Whereas the perceived organizational support significantly moderates the relationship of change influence, increasing structural job resource and increasing social job resource. Also, perceived organizational change moderates the relationship of change plan and decreasing hingding job demands.