Examining the mediating effect of job crafting on the relationship between managerial coaching and job engagement among electricians in the U.S. skilled trades

ABSTRACT

Talent shortages among skilled trades workers are a growing global concern in many of the world’s largest economies. In the United States (U.S.), these shortages could cost as much as $2.5 trillion with 2.4 million positions unfilled between 2018 and 2028. Consequences for employers and consumers include reduced competitiveness, productivity, and higher turnover. Engagement of employees in their jobs has become important in industry sectors experiencing these shortages. Several calls have been made to examine antecedent human resource development interventions, like managerial coaching, and other mediating mechanisms that might influence engagement. Feedback, often a provision of managerial coaching, may enable employees to craft their jobs. Thus, job crafting may explain how managerial coaching can help employees to craft their jobs to be more meaningful and engaging. Therefore, this study examined the mediating effect of job crafting on the relationship between managerial coaching and job engagement among electricians in the U.S. skilled trades. A quantitative, half-longitudinal survey design with two paper surveys administered at two distinct time periods in a skilled trades organization was employed. Data from 292 matched surveys were analysed. Findings support job crafting as a full mediator between managerial coaching and job engagement. Implications and future research pathways are provided.

KEYWORDS:

• Skilled trades
• job crafting
• managerial coaching
• employee engagement
• job engagement
• skill trades shortages
• engagement

Statement of Ethics

Approval to conduct this study was obtained by The University of Texas at Tyler Institutional Review Board on 29 April 2019 [IRB#SPRING2019-102]. Informed consent was obtained from all participants in this study.

Acknowledgment

The first author would like to extend her heartfelt thanks to the administrator of the training centre and colleagues at the centre for endorsing and supporting this study.  Gratitude is also expressed to the trainees who kindly participated in the two-phase survey administration.

The first author would also like to acknowledge the late Dr. Jerry W. Gilley, former Department Chair and Doctoral Program Coordinator in the Human Resource Development Department at The University of Texas at Tyler who was a member of her dissertation committee. Special thanks is extended to Dr. George Franke, Emeritus Professor, the University of Alabama for his guidance and encouragement.

Lastly, the authors would like to sincerely thank the special issue co-editors, editorial team, and anonymous reviewers for their insightful and thoughtful feedback and grace extended during the revision process.  This manuscript was developed from the first author’s dissertation which received the Esworthy Malcolm S. Knowles Dissertation of the Year Award presented by The Academy of Human Resource Development in February 2021.

Disclosure statement

No potential conflict of interest was reported by the author(s).