The role of job engagement and psychological capital in the effect of job crafting on job performance

In this study, it was aimed to test the hypotheses based on theoretical grounds in order to reveal the role of psychological capital and job engagement, which contributes to the development of the strong sides of the employee in the effect of the job crafting abilities of the employees on task performance, and to determine the interactions of these variables with each other.In the study, quantitative method was used as a research approach, and relational and causal scanning was used as a design. With the easy sampling method, data were collected from a total of 697 employees with the participation of the relevant organization in the service sector under the Ministry of Transport and Infrastructure, the central organization and the managers and employees working in the provincial organizations of 81 provinces. Correlation, confirmatory factor and regression analyzes were performed using SPSS 25.0, PROCESS 3.5.3 and AMOS 20.0 software. When the research is evaluated in general; The effect of job craftig on task performance and job engagement is significant and positive, and the effect of job engagement on task performance is significant and positive. Also, job engagement has a partial mediating role in the effect of job crafting on task performance. While theoretical arguments lead to the fact that psychological capital may be a positive moderating role between job crafting and job engagement, a reverse effect has been seen. As a result of the analysis, psychological capital does not have a moderating role in the effect of job craft on task performance. According to another evaluation, it has been observed that psychological capital has a positive moderating role in the relationship between job engagement and task performance. With this study, it was observed that there was not enough research about what the moderator variables could be among these variables, so the moderator role of the psychological capital variable was investigated.In this context, it is expected that by trying to explain this gap in the literature, it will bring new perspectives to organizational behavior theorists, researchers, managers and practitioners.