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| Employees' Job Crafting and Innovative Behavior from the Perspective of Employee Well-being: Cross-level Moderation of Organization Designed Human Resource Management System |
| MIAO Rentao, DU Hui, LI Zhengrui |
| School of Labor Economics, Capital University of Economics and Business |
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Abstract: Although job reshaping that allows for “bottom-up” job design is considered more effective in stimulating employee autonomy and motivation compared to the traditional “top-down” job design in organizations, this does not mean that “top-down” organizational policies, resources, and design are not important. In reality, the “bottom-up” work reshaping of employees will-inevitably rely on “top-down” organizational policies and resource platforms, and the two should complement each other. This paper investigates 351 employees in 45 enterprises in a multi time point manner, discusses the impact of employee job remodeling on their well-being and innovative behavior, and based on the theory of self-determination, tests the mediating role of employee well-being and the moderating role of the human resource management system for organizational planning. The research results show that there is a significant positive correlation between employee job reshaping and their well-being. There is an inverted U-shaped curve relationship between employee well-being and their innovative behavior, which means that as employee well-being increases, their innovative behavior shows a curve change that first increases and then decreases. Employee well-being partially mediates between job reshaping and innovative behavior. The human resource management system for organizational planning can adjust the impact of job remodeling on employee well-being. Further, job remodeling can interact with the human resource management system, and affect employees' innovative behavior through employee well-being.
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Received: 27 February 2023
Published: 15 April 2023
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2023, Vol. 43 
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