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How Does High-Performance Work System Prompt Job Crafting through Autonomous Motivation: The Moderating Role of Initiative Climate

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  • Yuan Li

    (Economics and Management School, Wuhan University, Wuhan 430072, China)

  • Xiyuan Li

    (Economics and Management School, Wuhan University, Wuhan 430072, China)

  • Yujing Liu

    (Economics and Management School, Wuhan University, Wuhan 430072, China)

Abstract

By invoking self-determination theory, we proposed an integrated, multilevel model to investigate the impact of a high-performance work system (HPWS) on employees’ job crafting through autonomous motivation, along with the moderation effect of initiative climate. Adopting a three-wave, time-lagged research design, we collected data from 615 employees of 54 Chinese companies. The results of multilevel path analysis revealed that (1) HPWS is positively related to employees’ job crafting; (2) HPWS has a positive impact on employees’ autonomous motivation; (3) employees’ autonomous motivation positively affects their job crafting; (4) employees’ autonomous motivation mediates the positive relationship between HPWS and employees’ job crafting; (5) initiative climate moderates the relationship between employees’ autonomous motivation and job crafting; and (6) the indirect relationship between HPWS and job crafting through autonomous motivation is also moderated by initiative climate. The findings of this study provided several implications for job crafting research and for human resource management in organizations.

Suggested Citation

  • Yuan Li & Xiyuan Li & Yujing Liu, 2021. "How Does High-Performance Work System Prompt Job Crafting through Autonomous Motivation: The Moderating Role of Initiative Climate," IJERPH, MDPI, vol. 18(2), pages 1-15, January.
    • Handle: RePEc:gam:jijerp:v:18:y:2021:i:2:p:384-:d:475709
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    References listed on IDEAS

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    1. Lotta Harju & Jari J. Hakanen & Wilmar B. Schaufeli, 2016. "Can job crafting reduce job boredom and increase work engagement? : A three-year cross-lagged panel study," Post-Print hal-02312426, HAL.
    2. Shangbiao Tang & Guanglei Zhang & Hai-Jiang Wang, 2020. "Daily Empowering Leadership and Job Crafting: Examining Moderators," IJERPH, MDPI, vol. 17(16), pages 1-14, August.
    3. Rentao Miao & Yi Cao, 2019. "High-Performance Work System, Work Well-Being, and Employee Creativity: Cross-Level Moderating Role of Transformational Leadership," IJERPH, MDPI, vol. 16(9), pages 1-24, May.
    4. Hetland, Jørn & Hetland, Hilde & Bakker, Arnold B. & Demerouti, Evangelia, 2018. "Daily transformational leadership and employee job crafting: The role of promotion focus," European Management Journal, Elsevier, vol. 36(6), pages 746-756.
    5. Gavin Slemp & Dianne Vella-Brodrick, 2014. "Optimising Employee Mental Health: The Relationship Between Intrinsic Need Satisfaction, Job Crafting, and Employee Well-Being," Journal of Happiness Studies, Springer, vol. 15(4), pages 957-977, August.
    6. Huatian Wang & Peikai Li & Shi Chen, 2020. "The Impact of Social Factors on Job Crafting: A Meta-Analysis and Review," IJERPH, MDPI, vol. 17(21), pages 1-29, October.
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    Cited by:

    1. Juan A. Marin-Garcia & Tomas Bonavia, 2021. "Empowerment and Employee Well-Being: A Mediation Analysis Study," IJERPH, MDPI, vol. 18(11), pages 1-22, May.
    2. Chung-Jen Wang & I-Hsiu Yang, 2021. "Why and How Does Empowering Leadership Promote Proactive Work Behavior? An Examination with a Serial Mediation Model among Hotel Employees," IJERPH, MDPI, vol. 18(5), pages 1-18, March.

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