THE IMPACT OF PERSONAL MOTIVATORS AND JOB PERFORMANCE ON JOB CRAFTING: EMPIRICAL STUDY

Randall P. Bandura
Paul R. Lyons
Frostburg State University
ABSTRACT
This study explores the concept of job crafting (job changes) and the initiation of changes in a job for one’s own purposes usually without the knowledge or approval of management. This study also examines the impact of certain personal motivators (self-esteem, belonging, and control) and job performance (measured by supervisor rating) on job crafting. A sample of sales representatives was interviewed (through a structured interview format) to determine the extent to which they were engaged in job-crafting activities and the forms of the behavior they took. The results of this study indicated that a sizeable majority (76%) of the interviewed sales managers reported that they were engaged in at least one episode of job crafting. The results also revealed that there was significant and positive correlation between certain personal motivators (selfesteem, belonging, and control) and job crafting. There was also a significant and positive correlation between job performance (reported by the supervisor) and job crafting behavior.