The impact of leader-member exchange, perceived organizational support, and readiness for change on job crafting behaviours in HRM in an emerging market

The demands of the workplace have become such that employees need to continuously change, tweak, and restructure the ways in which they work. To do so, they engage in a process called job crafting. This process is becoming so commonplace that it is crucial to verify whether organizations are able to provide a climate in which employees can feel positive about such changes. In this regard, positive leader-member exchange may create the conditions necessary to motivate employees to engage in job crafting behaviours against the contextual background of perceived organisational support. When employees are ready for change, they feel that they have the support of their organization, and experience high quality leader-member exchange, their engagement in job crafting behaviours will be heightened. Conducted through the lens of social exchange theory, our study represented an attempt to integrate some important predictors of job crafting behaviours—i.e. leader-member exchange, perceived organisational support, and the moderating role played by readiness to change. The study contributes to the literature by defining a model suited to revisit human resource (HR) practices and policies and to add value to the HR perspective to the end of improving organisational effectiveness.