




































Humanitas: Indonesian Psychological Journal  

Vol. 20 (1), February 2023, 80-89 
ISSN:  2598-6368(online); 1693-7236(print)                                                                 

       humanitas@psy.uad.ac.id             http://journal1.uad.ac.id/index.php/Humanitas           https://doi.org/10.26555/humantias.v20i1.138   

Job crafting and innovative behavior among hospitality workers: 

The moderation effect of work engagement 

Gursweet Kaur, Vivi Gusrini Rahmadani  

Faculty of Psychology, Universitas Sumatera Utara, Indonesia 

Corresponding Author: vivi@usu.ac.id 
 

 

Introduction 

The hospitality sector has been impacted by the COVID-19 outbreak worldwide. The 
COVID-19 pandemic has caused the closure of 1.266 hotels in Indonesia and the layoff of 
150.000 employees (Alika, 2020). Seventy-one hotels are closed due to the pandemic in the 
North Sumatra region alone, including 24 hotels in Medan, 32 in Samosir, and 15 in 
Simalungun. Hotel owners in North Sumatra experience monthly losses of about 100 billion 
rupiahs (Sianturi, 2020). The hotel management must develop a strategy to survive and 
overcome this condition. 

Hotels can gain competitive advantages by delivering innovation based on effective and 
planned strategies. The more innovative a hotel is, the more likely it is to be survived (Campo 
et al., 2014; de Spiegelaere et al., 2014). Innovation is required to deliver and make new items 
or complete updates by applying creative behavior to customers. Implementing innovative 
behavior can help organizations accelerate their success in achieving their goals (Shanker et 
al., 2017). Innovative behavior is an employee’s creative way of implementing innovative 
ideas in the workplace, which can stimulate an organization’s improvement (de Spiegelaere 
et al., 2014). Employees’ innovative behavior is shown by always being creative at work, 
always conveying creative ideas, looking for new techniques at work, having plans to develop 

ART ICLE  INFO  

 

AB ST R ACT  

 

Article history 

Received July 27, 2022 

Revised January 7, 2023 

Accepted February 8, 2023 

 The COVID-19 pandemic impacted a decline in hotel occupancy rates 
in the hospitality sector worldwide, including in Indonesia. Therefore, 
hotel management and workers need innovation to attract customers 
by crafting their jobs and developing original and creative ideas. 
Moreover, employees’ work engagement will also support the 
emergence of innovative behavior. This study aimed to explore 
whether work engagement moderates the relationship between job 
crafting and innovative work behavior among hotel employees. This 
research was conducted at one of the four-star hotels in Medan, with 
109 employees chosen with a total sampling technique to participate 
in this study. The innovative behavior scale, the job crafting scale, 
and the work engagement scale were used to collect the data, which 
were then processed using the moderated regression analysis method 
with Process Macro Software. The results show job crafting has a 
significant positive effect on innovative behavior, and work 
engagement moderates the effect of job crafting on innovative 
behavior. Increasing innovative behavior can be achieved by 
increasing job crafting and work engagement in the organization. The 
implication of this study may assist the hotel management in assessing 
its employees and then implementing training on job crafting and 
work engagement to improve innovative behavior. 

 

    

 
Keywords 

innovative behavior; 

job crafting; 

work engagement. 

 

 

mailto:humanitas@psy.uad.ac.id
http://journal1.uad.ac.id/index.php/Humanitas
https://doi.org/10.26555/humantias.v20i1.138
mailto:vivi@usu.ac.id


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                                                                     Kaur & Rahmadani (Job crafting and innovative behavior among hospitality workers: …)   

new ideas, trying to innovate using resources, and developing creativity in work teams (Bani-
Melhem et al., 2022). 

Innovative work behavior is required in hospitality through innovative thoughts for new 
works, methods, administrations, or items (Campo et al., 2014; M.-S. Kim & Koo, 2017; 
Luoh et al., 2014). Innovation in the hotel area can further develop finance, efficiency, quality 
guidelines, authoritative worth, and execution (Edghiem & Mouzughi, 2018). Indeed, the 
hotel business requires a creative way of incrementing visitor visits. Visitors themselves will 
be drawn in by the innovations hotel management creates. Accordingly, innovation affects 
expanding guests to remain at the hotel (Rosyiana et al., 2020) and can improve hotel 
performance (M.-S. Kim & Koo, 2017). Previous research indicates that hotel employees 
should be innovative and creative in their behavior to propel the hotel industry (Mahfud et 
al., 2019; Wu et al., 2018). 

Consequently, it is notable that the hotel management must create and upgrade the 
development and innovation of its workers by nurturing higher innovative work behavior to 
produce an upper hand for the hotel. Therefore, job crafting is needed to bring up innovative 
behavior among workers (Rofcanin et al., 2016). Job crafting is a process by which employees 
change the way or design of their work, physically and psychologically (Wrzesniewski et al., 
2013). As one of the job resources, job crafting has become an important topic in research. 
Opposing the job resources, in this study, we illustrate the COVID-19 pandemic as the key 
job demand which requires hotels to survive and compete. Due to frequent interaction and 
the responsibility to serve customers, hotel employees must adapt and design their roles to 
meet customers' demands (H. Kim et al., 2018). Thus, there was a higher need for the 
employee to display innovative work behavior during this pandemic time. 

Some previous empirical studies found job crafting positively affects innovative 
behavior (Supriyanto et al., 2020; Uen et al., 2021). In addition, other studies found that job 
crafting mediates transformational leadership and innovative behavior (Afsar et al., 2019), 
and job crafting has a mediating servant leadership and innovative work behavior (Khan et 
al., 2021, 2022). Hotel employees have to deal with their customers' preferences, demands, 
and expectations. Thus, to maintain high customer satisfaction, hotels must have engaged 
employees (Turksoy & Tutuncu, 2021). Engaged employees can work optimally and can 
satisfy customers as well. In turn, customers will ultimately benefit the hotel because there 
are many customer references related to the hotel's services. Moreover, work engagement can 
develop innovative behavior among employees, where highly engaged employees will put 
more effort into their tasks, are more innovative and take the initiative to solve a problem, 
and have high enthusiasm for work (Sharma & Nambudiri, 2020). Work engagement is a 
positive state of mind and a sense of satisfaction with a job that can be seen in vigor, 
dedication, and absorption (Schaufeli et al., 2002; Schaufeli & Bakker, 2004).  

Work engagement can be a factor that increases innovative behavior in organizations. 
At the individual level, job engagement positively impacts work and duties innovation 
(Rahmadani et al., 2020). In addition, research on individual intrinsic motivation shows that 
work engagement is closely related to innovative behavior (Aryee et al., 2012; Chang et al., 
2013; Tims et al., 2013), where innovative behavior among employees can increase in a work 
environment where work engagement increases (Kyoung Park et al., 2014). Thus, it can be 
said that the higher the level of employee work engagement, the greater the originality and 
innovation produced by the employee (Gichohi, 2014). 

This study developed based on the urgency of employees’ innovative behavior among 
hospitality workers, especially during the COVID-19 pandemic. Therefore, this study 
examined the extent to which work engagement will increase the effect of job crafting on 
innovative behavior in hotel employees. The first hypothesis of this study is job crafting 
increases innovative work behavior among hotel employees. While the second hypothesis is 
work engagement moderates the relationship between job crafting and innovative work 
behavior among hospitality workers.  



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Method 

Research Design 

This study uses a quantitative method with a correlational design involving three variables, 
innovative behavior as the dependent variable, job crafting as the independent variable, and 
work engagement as the moderator variable. A survey study was conducted among hospitality 
workers in Medan. The research was carried out online via a google form, where the google 
form link was shared with the participants by the manager and HRD team, and they asked 
them to fill out the form. The instruction and informed consent were attached accordingly in 
the google form link. 

Participants 

The participants of this study consisted of all employees at one of the four-star hotels in 
Medan. One hundred nine employees participated, with the majority being male (67.9 %), 
aged 18 – 40 years (93.58%), and worked 3 – 10 (57.80 %). Most of the participants came 
from the Housekeeping division with 38 employees (34.9%), followed by the Front Office 
division with 16 employees (14.7%), Marketing with 15 employees (13.8%), F & B with 13 
employees (11.9%), and Engineering as many as ten employees (9.2%). Meanwhile, 17 
participants are from the HRD, Accounting, and General Manager and Assistant divisions  
(15.50%). 

Instruments 

Three scales, originally in English with summated rating method, were used in this study for 
data collection. Therefore, before being modified to the similar response’s anchors, all three 
scales followed the back translation procedure (Brislin, 1970). The modification was 
conducted in a few parts deemed necessary to be replaced to adjust to the participant's context. 
When adapting and modifying the measuring instruments, the experts were involved. All 
scales use a Likert format consisting of five ranges of choices for answers ranging from 1 to 
5, which are: 1 (never), 2 (rarely), 3 (sometimes), 4 (often), and 5 (very often). 

Innovative behavior was measured with the scale developed by Dahiya & Raghuvanshi 
(2022), which was modified based on the six dimensions proposed by Kleysen & Street 
(2001) and De Jong & Den Hartog (2010). Those dimensions are opportunity exploration, 
generation of ideas, investigation of information, championing ideas, and ideas 
implementation and application. 19 out of 20 items had high factor loadings between .69 and 
.89. The Cronbach’s Alpha coefficient = .95. One item from the investigation of information 
was dropped due to the low factor loading. 

Job crafting is measured by modifying the Job Crafting Scale (JCS) proposed by Tims 
et al. (2012) with four dimensions: increasing structural job resources, decreasing hindering 
job demands, increasing social job resources, and increasing challenging job demands. All 16 
items had high factor loadings between .57 and .86. The Cronbach’s Alpha coefficient = .88. 

Work engagement is measured by modifying the Utrecht Work Engagement Scale 
(UWES) proposed by Schaufeli & Bakker (2004), which consists of 3 dimensions of work 
engagement: vigor, dedication, and absorption. Eight out of 12 items had high factor loadings 
between .60 and .86. The Cronbach’s Alpha coefficient = .79. Two items from both vigor and 
absorption dimensions were dropped due to low factor loading.  

Data Analysis 

The hypothesis was tested with moderated regression analysis with Process Macro by Hayes 
(2018) using SPSS Statistics 21 Software. However, some assumptions must be tested 
beforehand (Keith, 2014). A normality test is carried out to assess whether the data 



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distribution is normally distributed. The linearity test determines whether the relationship 
between variables is linear. The homoscedasticity test determines whether the residual 
variance is unequal in a regression model; if the residual variance remains, the data is 
homoscedastic. The multicollinearity test determines the correlation between the independent 
variables; if two or more independent variables have a strong correlation, there is a 
multicollinearity between the independent variables. 

Results 

Table 1 shows the effects of job crafting and work engagement on innovative work. Based 
on the results, job crafting significantly positively affects innovative behavior (p < .05); b = 
.5951), which means hypothesis 1 is accepted. The higher the frequency of job crafting, the 
employees' innovative behavior will be higher. Moreover, work engagement moderates job 
crafting and innovative work behavior, as expected in hypothesis 2. 
 

Table 1  
The Results of Moderated Regression Analysis 

 Coeff Se t p LLCI LCI 

Constant 58.1937 1.3421 43.3597       .0000        55.5325    60.8549 

Job Crafting .5951 .1724 3.4514 .0008 .2532 .9369 

Work Engagement .3277 .2718 1.2058 .2306 -.2112 .8666 

Job Crafting * Work Engagement .0352 .0175 2.0129 .0467 .0005 .0699 

R²= .1378       

F(3,105)=5.5934       

 

Table 1 shows the moderating effect of work engagement on the relationship between 

job crafting and innovative behavior        [b = .035, t(105) = 2.01, p = .04]. In sum, work 

engagement moderates job crafting and innovative behavior, as expected in hypothesis 2.  
 

Figure 1 
Interaction Plot 

 



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Figure 1 illustrates that work engagement moderates the association between job 
crafting and innovative work behavior in such a way that job crafting is positively associated 
with innovative work behavior for low, average, and high level work engagement. This 
finding supports hypothesis 2, with the added value as the R-Square change index due to the 
moderating effect (Hayes, 2018). The change in the R-Square value from Model 1 to Model 
2 (plus interaction) was .0333, indicating the interaction effect accounted for an additional 
3.33% variation in Y (innovative behavior). 

Based on the data categorization, employees with innovative behavior are categorized 
as innovative are 43.1%, and 8.3% are categorized as very innovative. Therefore, in total, 
there are 56 people (51.4%) are innovative and very innovative. Moreover, for the job crafting 
variable, as many as 60 employees, about 55%, are proficient in doing job crafting, and 3.7% 
are categorized as very proficient. In total, 64 people (58.7%) are proficient and very 
proficient in job crafting. This finding is also followed by the high percentage of employees 
in the category of high work engagement (60.6%) and 10.1% in the very high work 
engagement category. In total, 77 people (70.7%) are in the category of high level and very 
high level of work engagement. 

Discussion 

This study examined whether job crafting positively affects innovative behavior and whether 
work engagement moderates this effect. The main finding in this study shows that job crafting 
has a positive effect on innovative behavior and that work engagement moderates the effect 
of job crafting on innovative behavior. 

Job crafting has a significant positive effect on innovative behavior. These results 
indicate that the more often an employee improves his work components, the higher the 
innovative behavior carried out by the employee. These results are supported by previous 
studies that state that job crafting can increase employees’ innovative behavior (Afsar et al., 
2019; Supriyanto et al., 2020; Uen et al., 2021). 

The results show that job crafting is one of the factors that can encourage innovative 
behavior among hotel employees. 58.7% of the participants are in the category of proficient 
and very proficient in doing job crafting. In other words, many hotel employees are active 
and have a high initiative to change their work aspects. This finding aligns with previous 
research, which shows that by increasing job resources, in our case by applying job crafting, 
hotel employees will manifest their actions to achieve work goals in a work environment with 
high job demands (Bavik et al., 2017). Thus, applying job crafting in their daily work routines 
will empower the hotel employees to tackle the job demands in the challenging COVID-19 
pandemic pressure in the hospitality sector, helping the hotel company survive this situation. 
Finally, the availability of resources and balanced job demands can encourage employee 
motivation and commitment to pursue innovation (Demerouti et al., 2015). 

The hotel employees know that innovation is needed. So, it is associated with the 
characteristics of someone who explores opportunities (de Jong & den Hartog, 2010; Yesil & 
Sozbilir, 2013). Furthermore, employees carry out idea generation, meaning that employees 
issue new concepts with the aim of improvement. The result that 51.4% of participants are 
innovative and very innovative indicates that the employee can see solutions at work, even in 
a problematic situation such as the COVID-19 pandemic. 

After employees generate their innovative ideas, they conduct information 
investigations regarding their ideas, whereas formative investigation involves experimenting 
with new ideas and solutions before implementing them. In this case, the hotel employees try 
their ideas before implementing them in a broader context. Next, they fight for their ideas, 
trying to convince their superiors and coworkers about the idea so it can be implemented. 
Ultimately, these innovative ideas can be applied in hotels, a form of new work or routine 



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processes usually carried out (Amankwaa et al., 2022; de Jong & den Hartog, 2010). For 
example, hotel employees have updated their services to serve a takeaway system for 
customers who order offline and online food to keep getting income even though the hotel is 
empty of visitors. 

Work engagement moderates the effect of job crafting on innovative behavior. Based 
on the data categorization, 70.7% of employees are in the high and very high work 
engagement category.  In other words, more than half of the participants have passion, 
dedication, and absorption components in doing their jobs.  It can be said when hotel 
employees feel passionate about work, have high dedication to work, and absorb their work; 
it stimulates their behavior. In turn, the work engagement will strengthen the effort to make 
changes related to their work physically and cognitively or to craft it, leading to creative ideas 
and innovation to make it profitable for the hotel. A previous study found that employees 
sought resources (crafting their work) and challenges when they were more engaged (Petrou 
et al., 2012). In crafting their job, the hotel employees adopt a bottom-up strategy in which 
they actively change their tasks for themselves. Employees who work more energetically, 
enthusiastically, and engrossed will take an active role in their tasks (Shin et al., 2018). As a 
result, they will perform at work, and in our study, they behave innovatively. 

Similarly, employees with a proactive tendency as engaged employees will take the 
initiative and persevere until they see a substantial change in their workplace (Sharma & 
Nambudiri, 2020). More specifically, a high level of engagement and approach to job crafting 
leads to performance and creativity; however, burnout (the antidote to work engagement) is 
unrelated to approach crafting (Zhang & Parker, 2019). In sum, engaged employees' job 
crafting is associated with strong innovative work behavior. In contrast, job crafting is also 
associated with the least innovative work behavior for the least engaged employees or 
employees with low work engagement. 

There are a few limitations of this study. First, this study uses a work engagement scale 
with a modified Utrecht Work Engagement Scale (UWES) (Schaufeli & Bakker, 2004). The 
items are prepared using statements on the UWES scale translated into Indonesian and 
adapted to the participants. After conducting an online trial, several items fell out. Further 
researchers are advised to study further the fallen items, such as doing sentence redactions 
and conducting re-tests online and offline. Next, this is a cross-sectional study with one 
company as a sample; thus, no causal inference is applied, and be careful in the generalization. 

Conclusion 

Job crafting affects employees' innovative behavior; the more competent individuals at job 
crafting will also be more innovative. Moreover, work engagement increases the effect of job 
crafting on employees' innovative behavior. The better employees craft their job, the stronger 
their work engagement and the higher their chances to perform innovative behavior. Thus, 
hotel management may implement programs to increase job crafting and work engagement 
to enhance innovative behavior among their employees. 

Acknowledgment  

The authors thank the participants and the hotel management for granting permission to 

collect the data. The authors also appreciate the reviewers' and editors' constructive feedback 

and comments on this article. 

Declarations  

Author contribution. GK was responsible for outlining the research design, collecting and 
analyzing the data, and writing the article. VGR was responsible for approving the research 
design, checking the results, writing the article, and processing the article for publication. 



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Funding statement. This study was self-funded.  
Conflict of interest. The authors declare no conflict of interest. 
Additional information. No additional information is available for this paper. 

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