İş Becerikliliğinin Çalışan Yaratıcılığı Üzerindeki Etkisinde Psikolojik Güvenlik ve Algılanan Örgütsel Desteğin Düzenleyici Rolü: Bir Alan Çalışması

Abstract

In contemporary working life, increasing uncertainty, changing job structures, and growing expectations for proactive employee behavior require employees not only to perform formally defined tasks but also to reshape their jobs. In this context, job crafting is regarded as an important behavioral mechanism that enables employees to reorganize their job resources and demands in line with their needs, competencies, and goals. Employee creativity, on the other hand, is a critical variable for organizations’ innovation capacity, problem-solving ability, and competitive advantage. The aim of this study is to examine the effect of job crafting on employee creativity and to reveal the moderating roles of psychological safety and perceived organizational support in this relationship. Within this framework, the relationships between the subdimensions of job crafting—increasing structural job resources, increasing social job resources, increasing challenging job demands, and decreasing hindering job demands—and employee creativity were examined separately. The study was conducted with survey data collected from white-collar employees working in various sectors. Factor, reliability, correlation, regression, and moderation analyses were performed on the dataset. The hypotheses proposed within the scope of the study were analyzed using SPSS and AMOS 23 (IBM Corp., 2014), and the findings obtained were evaluated in line with the theoretical framework of the research and the relevant literature. The findings indicated that job crafting had a generally positive effect on employee creativity. More specifically, increasing structural job resources, increasing challenging job demands, and decreasing hindering job demands had significant and positive effects on employee creativity, whereas increasing social job resources did not have a significant effect. In addition, perceived organizational support had a positive and significant direct effect on employee creativity, while the direct effect of psychological safety was not supported. Regarding moderating effects, only psychological safety played a significant role in the relationship between increasing challenging job demands and employee creativity, and this effect occurred in a weakening direction, contrary to expectations. Perceived organizational support did not exhibit a consistent moderating effect across the examined models; however, a negative, low-effect-size, and marginally significant moderating effect was observed in the relationship between decreasing hindering job demands and employee creativity. These findings reveal that the relationship between job crafting and employee creativity cannot be evaluated independently of contextual conditions, indicating that organizations need to shape both their job design and work climate by taking this complexity into account.