Abstract
BACKGROUND: In social contexts, people may view themselves as agents, who are in control of the environment, or recipients, who succumb to what others have decided. Here, we investigated how these perspectives determine job crafting (JC)-self-initiated employee behaviors targeted at altering job characteristics to fit them with one's needs. METHODS: Study 1 tested the relationships between chronic agent-recipient tendencies and JC in a cross-lagged panel design. Study 2 was a randomized experiment where agent-recipient perspectives were manipulated to predict JC intentions in the week to follow. RESULTS: Supporting our predictions, while agents sought structural job resources and increased challenging demands, recipients resorted to reducing hindering demands (Study 1). Study 2 revealed that activating an agent perspective led to stronger intentions to increase structural job resources and challenging demands. CONCLUSIONS: We conclude that agent and recipient perspectives are linked with differential patterns of JC behaviors. Strengthening agency is a vital step in forming job redesign goals during JC interventions.