The effect of autonomy, skill variety, organizational learning culture and HRM on job crafting

A research gap in the existing research literature on job crafting is the role of contextual factors on the proactivity of employees in redesigning and redefining their job at the task, social, and cognitive level. The purpose of the present mixed methods study was to address this gap by developing an organizational framework on job crafting focused on three main factors: a) autonomy and skill variety; b) organizational learning culture; c) HR policies and practices. Based on organizational learning and job characteristics perspectives, we collected both quantitative and qualitative data. We carried out a survey at the individual level (N=760) in order to test if organizational learning culture as well as autonomy and skill variety affect job crafting, and conducted semi-structured interviews (N=30) with managers in order to explore how HR policies and practices can foster job crafting. This study revealed that increasing employees’ perception of autonomy and skill variety lead to an increase of crafting at the level of task. In addition, increasing organizational learning culture and adopting a set of HR policies and practices that maps onto the organizational learning culture model is associate with an increase in social and cognitive crafting. Theoretical and managerial implications are discussed