Performance management systems promote job crafting: the role of employees' motivation

Abstract

PurposeThe purpose of this paper is to examine the influence of performance management systems (PMSs) and their perceived accuracy on job crafting behaviors via motivation.Design/methodology/approachBy adopting a research design based on three waves, a mediation model was tested using survey data from 12 municipalities in Italy.FindingsPerceived PMS accuracy positively influences “approach” job crafting behaviors through intrinsic motivation and “avoidance” job crafting behaviors through extrinsic motivation.Practical implicationsOrganizations interested in promoting job crafting should ensure that PMSs are designed and implemented in a way that increases perceived PMS accuracy among employees.Originality/valueThe results of this study enrich the literature on job crafting by underlining the role of PMSs as an antecedent of job crafting and by clarifying how different motivational processes may intervene in this relationship.