A Conceptual Model on the Moderating Role of Organisational Agility on the Relationship between Job Crafting and Employee Performance

Abstract

Job crafting (JC), which is the personal and efficiency-oriented changes that employees make to redefine, redesign and shape their jobs, is a vital sustainer of employee performance (EP), especially amid challenges. It is equally a good option for optimizing performance in this information age. However, it remains a novel area with few studies especially from the African contexts. Nevertheless, employees tend to job craft only to the extent to which relevant ‘opportunity’ exists – and that is psychometrically, ‘organisational agility’ (OA). This paper/study employed critical review and content analysis of the existing literature. Among the findings are that there is paucity of studies on JC and OA as they relate to EP. Also, no empirical study is found to have distinctly examined the moderating role of OA on the JC-EP relationship, especially among the lecturers of public universities in Northwest
region of Nigeria. The proposed framework is based on Job Crafting Theory and consists of three JC behaviours/dimensions (task crafting, relational crafting and cognitive crafting) as the independent variables, and EP as the dependent variable. Due to the inconsistencies in the findings of previous studies, OA serves as the Moderator. It is recommended that the proposed framework/model should be tested empirically.