Correlation between Job Crafting and Employee Resilience during Pandemic Covid-19


This research aimed to seek the correlation of job crafting and employee resilience. This research were done on 38 employess from various industrial organization. The result of this research shows that there is a positive correlation between job crafting and employee resilence with correlation coefficient 0.453. It showed that employees who proactively modify their specific task, build more meaningful relationship at work, and change their thought about the job to be more meaningful, tend to be more resilient than employee who do not proactively redesign their job. Proactively adding meaningful task in their job has given more satisfaction and sense of reaching out while they are doing their job. They sense that they learn and improve more different competency when they do the task which actually not their responsibility. Crafting job also gives more self-efficacy in doing their job. The way they change they view their job in meaningful way has built their belief that they can overcome the problems at work, therefore making them more resilient.

[1] Bouckenooghe, D., Zafar, A., & Raja, U. (2015). How ethical leadership shapes employees’ job performance: The mediating roles of goal congruence and psychological capital. Journal of Business Ethics, 129, 251–264.

[2] Masten, A. S., Best, K. M., & Garmezy, N. (1990). Resilience and development: Contributions from the study of children who overcome adversity. Development and Psychopathology, 2, 425–444. https: //

[3] Berg, J. M., Dutton, J. E., & Wrzesniewski, A. (2007). What is job crafting and why does it matter. Retrieved from the website of Positive Organizational Scholarship: wp- content/uploads/What- is- Job- Crafting- and- Why- Does- it- Matter1.pdf

[4] Berg, J. M., Dutton, J. E., & Wrzesniewski, A. (2013). Job crafting and meaningful work. In B. J. Dik, Z. S. Byrne & M. F. Steger (Eds.), Purpose and meaning in the workplace (pp. 81-104). Washington, DC: American Psychological Association. doi:10.1037/14183-005

[5] Vogt K., Hakanen J. J., Brauchli R., Jenny G. J., & Bauer G. F. (2016). The consequences of job crafting: a three-wave study. European Journal of Work and Organizational Psychology, 25(3), 353–362. https: //

[6] de Terte, I., Stephens, C., & Huddleston, L. (2014). The development of a three part model of psychological resilience. Stress & Health, 30, 416–424.

[7] Demorouti A. (2014). Design Your Own Job Through Job Crafting. European Psychologist 2014; Vol. 19(4):237–24. DOI: 10.1027/1016-9040/a000188

[8] Mandaviya, M. (2020). Connecting Cords : Job Crafting, Job Engagement and Employee Resilience. Kerala, India, Seventeenth AIMS International Conference on Management. p 1001-1005

[9] DvorakK.J.(2014).TheTheoreticalDevelopmentAndEmpiricalTestingOfTheMeasureOfJobCrafting (Mjc). Fort Colorado, Department of Psychology, Colorado State University.

[10] Sammons P., Day C., Kington A., Gu Q., Stobart G., & Smees R. (2007). Exploring variations in teachers’ work, lives and their effects on pupils: key findings and implications from a longitudinal mixedmethod study. British educational research journal, 33(5), 681–701.

[11] Windle G. (2011). What is resilience? A review and concept analysis. Reviews in Clinical Gerontology, 21(2), 152–169.

[12] Van Wingerden J., Derks D., & Bakker A. B. (2017). The impact of personal resources and job crafting interventions on work engagement and performance. Human Resource Management, 56(1), 51–67.

[13] Luthans F. (2002). The need for and meaning of positive organizational behavior. Journal of Organizational Behavior, 23(6), 695–706.

[14] Pang, A., Yin J., Cameron, GT. (2009). Final Stage Development of the Integrated Crisis Mapping (ICM) Model in Crisis Communication: The Myth of Low Engagement in Crisis. 12th Annual Public Relation Research International Conference. P.449-459.

[15] Ramesh, Mercer. (2020). Employee Concern about Covid-19. Marsh and McLennan Company. about-covid-19.html.

[16] Reivich K.J., Seligman M.E.P., McBride S. (2011). Master Resilience Training in US Army. 2011 American Psychological Association 0003-066X/11/$12.00 Vol. 66, No. 1, 25–34 DOI: 10.1037/a0021897

[17] Frederickson B.L., Tugade M.M., Waugh C.E., Larkin G.R. (2003). What Good Are Positive Emotions in Crises? A Prospective Study of Resilience and Emotions Following the Terrorist Attacks on the United States on September 11th, 2001. J Pers Soc Psychol. 2003 February; 84(2): 365–376.

[18] Bullough A., Renko M. (2013). Entrepreneurial Resilience during Challenging Times. 2013 Kelley School of Business, Indiana University. Published by Elsevier Inc. All rights reserved.

[19] Tugade M. M., & Fredrickson B. L. (2004). Resilient individuals use positive emotions to bounce back from negative emotional experiences. Journal of personality and social psychology, 86(2), 320. PMID: 14769087

[20] Jackson R., Watkins, C. (2004). The Resilience Inventory : Seven Essential Skills for Overcoming Life’s Obstacle and Determining Happiness. Selection and Development Review Vol.20 No.6, December 2003.

[21] Masten A.S. (2001). Ordinary magic: Resilience processes in development. American Psychologist, 56, 227–239. PMID: 11315249

[22] Vogt K., Hakanen J. J., Brauchli R., Jenny G. J., & Bauer G. F. (2016). The consequences of job crafting: a three-wave study. European Journal of Work and Organizational Psychology, 25(3), 353–362. 1072170