Empowering performance: unravelling the impact of job crafting in nonprofit settings in Palestine through work engagement

Anas Mahmoud Salem Abukhalifa and Nurul Liyana Mohd Kamil

Evidence-based HRM, 2025, vol. 14, issue 4, 764-781

Abstract: PurposeEmployee-initiated behaviours, such as job crafting, are increasingly recognised as critical for sustaining engagement and performance in complex organisational settings. Drawing on the job demands–resources (JD-R) and conservation of resources (COR) theories, this study investigates the impact of job crafting on job performance, with work engagement examined as a mediating mechanism.Design/methodology/approachData were collected in two waves from 270 employees employed by 30 Palestinian nonprofit organisations and analysed using structural equation modelling.FindingsThe findings revealed a significant positive association between job crafting with work engagement and job performance. Work engagement was found to partially mediate the job crafting-performance relationship. These findings underscore the importance of job crafting as a proactive behavioural strategy that enables employees to navigate intense psychological demands and preserve their functional capacity in mission-driven environments.Originality/valueThis study offers the first empirical investigation of job crafting as a mechanism for enhancing work engagement and job performance in the global nonprofit sector. It addresses critical gaps in HRM and positive psychology literature by introducing insights from a highly underrepresented sector and region. The study offers actionable insights for NPO administrators and practitioners seeking to foster an adaptive, engaged, and high-performing workforce.

Keywords: Job crafting; Work engagement; Job performance; Nonprofit organisations (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:eme:ebhrmp:ebhrm-05-2024-0161

DOI: 10.1108/EBHRM-05-2024-0161

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