Haijiang Wang

A Three-wave Study of Antecedents of Work–Family Enrichment: The Roles of Social Resources and Affect†

On the basis of conservation of resources theory (Hobfoll, ) and the resource-gain-development perspective (Wayne, Grzywacz, Carlson, & Kacmar, ), this paper examines the differential impact of specific social resources (supervisory support and family support) on specific types of affect (job satisfaction and family satisfaction, respectively), which, in turn, influence work-to-family enrichment and family-to-work enrichment, respectively. A sample of 276 Chinese workers completed questionnaires in a three-wave survey. The model was tested with structural equation modelling. Job satisfaction at time 2 partially mediated the relationship between time 1 supervisory support and time 3 work-to-family enrichment (capital), and the effect of supervisory support on work-to-family enrichment (affect) was fully mediated by job satisfaction. Family satisfaction at time 2 fully mediated the relationship between time 1 family support and time 3 family-to-work enrichment (affect, efficiency). Implications for theory, practice and future research are discussed.

A review of job crafting research: The role of leader behaviors in cultivating successful job crafters

Today’s business world is evolving faster than ever before due to the global economic situation and developments in information/telecommunication technology. The advent of global work, virtual work, and self-managing teams has considerably increased the complexity and exibility of professional jobs. Jobs have become more dynamic coupled with constantly shifting and changing roles, tasks, and projects (Grant & Parker, 2009). In order to address emergent demands and opportunities at work, managers more and more rely on employees to adapt to and initiate changes in the nature of their jobs (Demerouti, 2014). For example, employees may be encouraged to introduce new methods to carry out tasks more prociently, or to expand their work by taking on more responsibilities. These proactive behaviors may not only increase individual work well-being and motivation but may also be crucial for organizational eectiveness.

Testing a model of work-family enrichment: The effects of social resources and affect

Based on Greenhaus and Powells (2006) theory of work-family enrichment and the job demands-resources (JD-R) model, this article proposes a model outlining the differential impact of specific social resources (supervisor support and family support) on specific types of affect (job satisfaction and family satisfaction respectively), which, in turn, influences work-to-family enrichment and family-to-work enrichment, respectively. A sample of 287 Chinese workers completed questionnaires in a three-wave longitudinal survey. The model was tested with structural equation modeling techniques. The results showed that job satisfaction at Time 2 partially mediated the relationship between Time 1 supervisor support and Time 3 work-to-family enrichment; whereas family satisfaction at Time 2 partially mediated the relationship between Time 1 family support and Time 3 family-to-work enrichment. Implications for future research and practice are discussed.

A Longitudinal Study of Newcomer Job Crafting in a Chinese Context

In the present study, we highlight the role of job crafting as a job redesign approach in the process of newcomer adaptation. The existing literature has focused on either individual differences or work contexts as drivers of job crafting by employees. Taking an integrated approach, we propose that core self-evaluation and leader-member exchange (LMX) together impact newcomer job crafting over time, which in turn influence subsequent adaptation outcomes. Four-wave data were collected from 146 newcomers during their first year of working in a Chinese company. In accordance with our theorizing, the results indicated that core self-evaluation and initial LMX related positively to initial job crafting and job crafting change, which in turn positively related to subsequent LMX and task complexity. In addition, newcomer job crafting change also positively related to creative behavior rated by supervisors. These findings provide an integrated understanding of how and why newcomer job crafting evolves over time, ...