How and when does job crafting contribute to franchised restaurant managers' service performance? The moderation of headquarter control systems

Abstract

Purpose

This study aims to explore how and when managers' job crafting contributes to their service performance. The first objective of the research was to assess the mediating relationship between franchised restaurant managers' job crafting, work engagement and service performance. Its second objective was to examine the moderating effect of organizational control systems on the job crafting–work engagement relationship.

Design/methodology/approach

The authors administered paper-and-pencil surveys to 235 franchised restaurant managers in South Korea. The authors tested their hypotheses via Process 3.5 macro and bootstrapping.

Findings

The results confirmed the mediating effect of work engagement on the relationship between job crafting and work engagement. Furthermore, this relationship was more pronounced when the headquarters used a high level of outcome-based control systems and a low level of behavior-based control systems.

Originality/value

Distinct from studies that have examined service employees' job crafting, this study uncovers the role of managerial job crafting in service performance. The findings contribute to service theory and practice by providing novel insights into the interplay between managerial job crafting and organizational control systems.

Citation

Hur, W.-M., Shin, Y. and Hwang, H. (2022), "How and when does job crafting contribute to franchised restaurant managers' service performance? The moderation of headquarter control systems", Journal of Service Theory and Practice, Vol. 32 No. 3, pp. 378-399. https://doi.org/10.1108/JSTP-10-2021-0214