Managers as a Missing Entity in Job Crafting Research: Relationships between Store Manager Job Crafting, Job Resources, and Store Performance

Abstract

Increasing demand for workplace proactivity has directed scholarly attention to job crafting as a voluntary and proactive form of job design. While mounting research has examined the impact of employee job crafting on work outcomes, little is known about the role of job crafting on the part of store managers in predicting unit‐level performance. To fill this gap, this study aims to investigate the link between store manager job crafting and store performance, and proposes job resources as boundary conditions affecting this relationship. We collected survey‐based data from 235 restaurant stores in South Korea and performed multilevel regression analyses. Results indicated that store manager job crafting was positively associated with store sales performance. This relationship was more pronounced when store managers received performance feedback than when they did not. However, autonomy and opportunities for development did not moderate the store manager job crafting–store performance relationship.

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