Join forces from top and bottom: The influencial mechanism of job crafting, high-performance work system on employee innovation behavior

Although proactive “bottom-up” job design such as job crafting can stimulate employees’ autonomy and enthusiasm more than the traditional “top-down” job design, it does not mean that the “top-down” organizational targets, policies, and resource support are not important. Only when the “bottom-up” job crafting is combined with the “top-down” organizational targets, policies and resource support can achieve the best results. In the current study, we mainly explored the effects of job crafting on employee well-being and their innovation behavior, and investigated the moderating role of high-performance work system in this relationship. Data were collected from 333 employees in 38 enterprises through multi-point surveys. Based on the self-determination theory, we found that job crafting has a significantly positive effect on employee innovation behavior. There is a significantly positive correlation between job crafting and employee well-being, and high-performance work system implemented by organization moderates this relationship. Moreover, there is an inverted U-shaped correlation between employee well-being and employee innovation behavior, which means with the increase of employee well-being, their innovation behavior showed a curve change of first rising and then decreasing. Finally, employee well-being mediates the interactive effect of job crafting and high-performance work system on employee innovation behavior.