領導部屬交換理論對員工工作塑造之影響：文化價值與未來工作自我是否有調節作用

The job nature of hospitality industry such as long work hours, unstable work shifts and boundary-spanning works have made front line employees face excessive workloads and thus easily have role stress and burnout issue. Therefore, how managers can help employees to improve job conditions becomes critical for hospitality industry. In this regard, managers traditionally resort to proper job design, an up-bottom method, to address this issue. However, due to limited time and resources, not all the employees can receive support from their mangers. Hence, more recent job design has shifted into a bottom-up method in which employees actively redesign and adjust certain aspects of their jobs, which is a so called job crafting concept. Numerous studies in the literature have showed that job crafting can generate several desirable individual outcomes such as superior job motivation, job satisfaction, job engagement, job identity and person-job fit. Recognizing the beneficial role of job crafting for the organization, a number of researchers have also devoted efforts to explore factors which can affect job crafting. Several proposed predictors of job crafting include individual factors such as proactive personality, self-efficacy and personal temperament and situational factors such as job autonomy, task independence and leadership style. However, most of these proposed predictors lack empirical evidence to validate their proposed influences on job crafting. In other words, in the literature the majority of empirical studies on job crafting focus on its outcomes, whereas empirical studies on its antecedents are still lacking. This notable research gap also leaves many possible moderators between job crafting and its antecedents remain untapped. To address these two shortcomings, this study aims to empirically examine whether a situational factor, namely leader-member-exchange (LMX), is a significant antecedent of job crafting, as well as whether two personal factors, namely collectivism and future self work salience, are important moderators between LMX and job crafting. Data of this study was collected using a self-administrated questionnaire and participants of this study were 408 frontline employees from several upscale hotels in Taiwan. The findings of this study show that LMX has a positive relationship with both individual and collaborative job crafting. Findings also reveal that collectivism value orientation strengthens the positive relationship between both LMX and individual/collaborative job crafting. While future work self salience is found to strengthen the positive relationship between LMX and individual job crafting, it does not strengthen the positive relationship between LMX and collaborative job crafting. Findings of this study provide valuable implications for Taiwan hotel practitioners regarding how to foster and improve employee job crafting behaviors.