References

• Ali, M., Lei, S., Freeman, S., & Khan, M. M. (2019). Implemented and perceived high-performance work system and its effect on branch performance: A 2-1-2 mediational multilevel approach. Employee Relations, 41(4), 793–810. https://doi.org/10.1108/ER-08-2017-0186
   Web of Science ®Google Scholar
• Ali, M., Lei, S., Jie, Z. S., & Rahman, M. A. (2018). Empowering leadership and employee performance: A mediating role of thriving at work. International Journal of Asian Business and Information Management, 9(2), 1–14. https://doi.org/10.4018/IJABIM.2018040101
   Web of Science ®Google Scholar
• Ali, M., Lei, S., & Wei, X.-Y. (2018). The mediating role of the employee relations climate in the relationship between strategic HRM and organizational performance in Chinese banks. Journal of Innovation & Knowledge, 3(3), 115–122. https://doi.org/10.1016/j.jik.2016.12.003
   Web of Science ®Google Scholar
• Bakker, A. B., Demerouti, E., & Euwema, M. C. (2005). Job resources buffer the impact of job demands on burnout. Journal of Occupational Health Psychology, 10(2), 170–180. https://doi.org/10.1037/1076-8998.10.2.170
   PubMed Web of Science ®Google Scholar
• Bandura, A., Barbaranelli, C., Caprara, G. V., & Pastorelli, C. (2001). Self-efficacy beliefs as shapers of children’s aspirations and career trajectories. Child Development, 72(1), 187–206. https://doi.org/10.1111/1467-8624.00273
   PubMed Web of Science ®Google Scholar
• Baradarani, S., & Kilic, H. (2018). Service innovation in the hotel industry: Culture, behavior, performance. The Service Industries Journal, 38(13–14), 897–924. https://doi.org/10.1080/02642069.2017.1420172
   Web of Science ®Google Scholar
• Baron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173–1182. https://doi.org/10.1007/BF02512353
   PubMed Web of Science ®Google Scholar
• Bavik, A., Bavik, Y. L., & Tang, P. M. (2017). Servant leadership, employee job crafting, and citizenship behaviors: A cross-level investigation. Cornell Hospitality Quarterly, 58(4), 364–373. https://doi.org/10.1177/1938965517719282
   Web of Science ®Google Scholar
• Bentler, P. M., & Chou, C. P. (1987). Practical issues in structural modeling. Sociological Methods & Research, 16(1), 78–117. https://doi.org/10.1177/0049124187016001004
   Web of Science ®Google Scholar
• Bertolotti, M., Carfora, V., & Catellani, P. (2020). Regulatory focus and the effect of nutritional messages on health and well-being: The case of red meat intake. Applied Psychology: Health and Well-Being, 12(1), 212–230. https://doi.org/10.1111/aphw.12180
   PubMed Web of Science ®Google Scholar
• Bin, D., Sok, K. M., Sok, P., & Mao, S. (2020). The tipping point: Mitigating the curvilinear effect of frontline service employee’s perception of leadership humility on frontline service performance. Journal of Service Theory and Practice, 31(1), 137–156. https://doi.org/10.1108/JSTP-06-2020-0110
   Web of Science ®Google Scholar
• Brenninkmeijer, V., & Hekkert-Koning, M. (2015). To craft or not to craft: The relationships between regulatory focus, job crafting and work outcomes. Career Development International, 20(2), 147–162. https://doi.org/10.1108/CDI-12-2014-0162
   Web of Science ®Google Scholar
• Brockner, J., & Higgins, E. T. (2001). Regulatory focus theory: Implications for the study of emotions at work. Organizational Behavior and Human Decision Processes, 86(1), 35–66. https://doi.org/10.1006/obhd.2001.2972
   Web of Science ®Google Scholar
• Bruning, P. F., & Michael, A. C. (2018). A role-resource approach-avoidance model of job crafting: A multi-method integration and extension of job crafting theory. Academy of Management, 61(2), 499–522. https://doi.org/10.1088/0370-1298/62/4/509
   Web of Science ®Google Scholar
• Chandni, S., & Rahman, Z. (2020). Customer engagement and employee engagement: Systematic review and future directions. The Service Industries Journal, 40(13–14), 932–959. https://doi.org/10.1080/02642069.2020.1733534
   Web of Science ®Google Scholar
• Dlouhy, K., & Casper, A. (2021). Downsizing and surviving employees’ engagement and strain: The role of job resources and job demands. Human Resource Management, 60(3), 435–454. https://doi.org/10.1002/hrm.22032
   Web of Science ®Google Scholar
• Doronin, D., Shen, L., & Ali, M. (2020). Parallel mediating effect of knowledge sharing quality on team innovativeness. Technology Analysis and Strategic Management, 32(12), 1449–1461. https://doi.org/10.1080/09537325.2020.1775805
   Web of Science ®Google Scholar
• Grant, A. M. (2013). Rocking the boat but keeping it steady: The role of emotion regulation in employee voice. Academy of Management Journal, 56(6), 1703–1723. https://doi.org/10.5465/amj.2011.0035
   Web of Science ®Google Scholar
• Hayes, A. F. (2009). Beyond Baron and Kenny: Statistical mediation analysis in the new millennium. Communication Monographs, 76(4), 408–420. https://doi.org/10.1080/03637750903310360
   Web of Science ®Google Scholar
• Higgins, E. T. (1997). Beyond pleasure and pain.. American Psychologist, 52(12), 1280–1300. https://doi.org/10.1037/0003-066X.52.12.1280
   PubMed Web of Science ®Google Scholar
• Higgins, E. T. (1998). Higgins, E. T. (in press). Promotion and prevention: Regulatory focus as a motivational principle. In M. P. Zanna (Ed.), Advances in experimental social psychology. New York: Academic Press. Advances in Experimental Social Psychology, 30(November), 1–46.
   Google Scholar
• Higgins, E. T., & Cornwell, J. F. M. (2016). Securing foundations and advancing frontiers: Prevention and promotion effects on judgment & decision making. Organizational Behavior and Human Decision Processes, 136, 56–67. https://doi.org/10.1016/j.obhdp.2016.04.005
   Web of Science ®Google Scholar
• Jason, V., & Geetha, S. N. (2021). Regulatory focus and innovative work behavior: The role of work engagement. Current Psychology, 40(6), 2791–2803. https://doi.org/10.1007/s12144-019-00220-1
   Web of Science ®Google Scholar
• Johnson, R. E., King, D. D., Joanna Lin, S. H., Scott, B. A., Jackson Walker, E. M., & Wang, M. (2017). Regulatory focus trickle-down: How leader regulatory focus and behavior shape follower regulatory focus. Organizational Behavior and Human Decision Processes, 140, 29–45. https://doi.org/10.1016/j.obhdp.2017.03.002
   Web of Science ®Google Scholar
• Kalliath, P., Kalliath, T., Chan, X. W., & Chan, C. (2020). Enhancing job satisfaction through work–family enrichment and perceived supervisor support: The case of Australian social workers. Personnel Review, 49(9), 2055–2072. https://doi.org/10.1108/PR-06-2018-0219
   Web of Science ®Google Scholar
• Kerksieck, P., Bauer, G. F., & Brauchli, R. (2019). Personal and social resources at work: Reciprocal relations between crafting for social job resources, social support at work and psychological capital. Frontiers in Psychology, 10. https://doi.org/10.3389/fpsyg.2019.02632
   PubMed Web of Science ®Google Scholar
• Kim, M., & Beehr, T. A. (2021). The role of organization-based self-esteem and job resources in promoting employees’ job crafting behaviors. The International Journal of Human Resource Management, 0(0), 1–28. https://doi.org/10.1080/09585192.2021.1934711
   Web of Science ®Google Scholar
• Kloutsiniotis, P. V., & Mihail, D. M. (2018). The link between perceived high-performance work practices, employee attitudes and service quality: The mediating and moderating role of trust. Employee Relations, 40(5), 801–821. https://doi.org/10.1108/ER-08-2017-0201
   Web of Science ®Google Scholar
• Lages, C. R., Piercy, N. F., Malhotra, N., & Simões, C. (2020). Understanding the mechanisms of the relationship between shared values and service delivery performance of frontline employees. The International Journal of Human Resource Management, 31(21), 2737–2760. https://doi.org/10.1080/09585192.2018.1464491
   Web of Science ®Google Scholar
• Lei, S., Qin, C., Ali, M., Freeman, S., & Shi-Jie, Z. (2021). The impact of authentic leadership on individual and team creativity: A multilevel perspective. Leadership and Organization Development Journal, 42(4), 644–662. https://doi.org/10.1108/LODJ-12-2019-0519
   Web of Science ®Google Scholar
• Li, J., Sekiguchi, T., & Qi, J. (2020). When and why skill variety influences employee job crafting: Regulatory focus and social exchange perspectives. Employee Relations, 42(3), 662–680. https://doi.org/10.1108/ER-06-2019-0240
   Web of Science ®Google Scholar
• Liao, H., & Chuang, A. (2004). A multilevel investigation of factors influencing employee service performance and customer outcomes. The Academy of Management Journal, 47(1), 41–58.
   Web of Science ®Google Scholar
• Lichtenthaler, P. W., & Fischbach, A. (2016). Job crafting and motivation to continue working beyond retirement age. Career Development International, 21(5), 477–497. https://doi.org/10.1108/CDI-01-2016-0009
   Web of Science ®Google Scholar
• Lichtenthaler, P. W., & Fischbach, A. (2019). A meta-analysis on promotion- and prevention-focused job crafting. European Journal of Work and Organizational Psychology, 28(1), 30–50. https://doi.org/10.1080/1359432X.2018.1527767
   Web of Science ®Google Scholar
• Locock, L., Montgomery, C., Parkin, S., Chisholm, A., Bostock, J., Dopson, S., Gager, M., Gibbons, E., Graham, C., King, J., Martin, A., Powell, J., & Ziebland, S. (2020). How do frontline staff use patient experience data for service improvement? Findings from an ethnographic case study evaluation. Journal of Health Services Research and Policy, 25(3), 151–161. https://doi.org/10.1177/1355819619888675
   PubMed Web of Science ®Google Scholar
• Luu, T. T. (2021). Knowledge sharing in the hospitality context: The roles of leader humility, job crafting, and promotion focus. International Journal of Hospitality Management, 94, 102848. https://doi.org/10.1016/j.ijhm.2020.102848
   Web of Science ®Google Scholar
• MacKinnon, D. P., Lockwood, C. M., Hoffman, J. M., West, S. G., & Sheets, V. (2002). A comparison of methods to test mediation and other intervening variable effects. Psychological Methods, 7(1), 83–104. https://doi.org/10.1037/1082-989X.7.1.83
   PubMed Web of Science ®Google Scholar
• Malhotra, N., Ashill, N., Lages, C. R., & Homayounfard, A. (2020). Understanding the role of frontline employee felt obligation in services. The Service Industries Journal, 0(0), 1–29. https://doi.org/10.1080/02642069.2020.1858062
   Web of Science ®Google Scholar
• Petrou, P., & Demerouti, E. (2015). Trait-level and week-level regulatory focus as a motivation to craft a job. Career Development International, 20(2), 102–118. https://doi.org/10.1108/CDI-09-2014-0124
   Web of Science ®Google Scholar
• Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903. https://doi.org/10.1037/0021-9010.88.5.879
   PubMed Web of Science ®Google Scholar
• Preacher, K. J., & Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40(3), 879–891. https://doi.org/10.3758/BRM.40.3.879
   PubMed Web of Science ®Google Scholar
• Rudolph, C. W., Katz, I. M., Lavigne, K. N., & Zacher, H. (2017). Job crafting: A meta-analysis of relationships with individual differences, job characteristics, and work outcomes. Journal of Vocational Behavior, 102(314), 112–138. https://doi.org/10.1016/j.jvb.2017.05.008
   Web of Science ®Google Scholar
• Sameer, S. K., & Priyadarshi, P. (2021). Interplay of organizational identification, regulatory focused job crafting and job satisfaction in management of emerging job demands: Evidence from public sector enterprises. International Review of Public Administration, 26(1), 73–91. https://doi.org/10.1080/12294659.2020.1848024
   Google Scholar
• Shin, Y., Kim, M. S., Choi, J. N., Kim, M., & Oh, W. K. (2017). Does leader-follower regulatory fit matter? The role of regulatory fit in followers’ organizational citizenship behavior. Journal of Management, 43(4), 1211–1233. https://doi.org/10.1177/0149206314546867
   Web of Science ®Google Scholar
• Tang, G., Chen, Y., van Knippenberg, D., & Yu, B. (2020). Antecedents and consequences of empowering leadership: Leader power distance, leader perception of team capability, and team innovation. Journal of Organizational Behavior, 41(6), 551–566. https://doi.org/10.1002/job.2449
   Web of Science ®Google Scholar
• Thompson, M. J., Carlson, D. S., Kacmar, K. M., & Vogel, R. M. (2020). The cost of being ignored: Emotional exhaustion in the work and family domains. Journal of Applied Psychology, 105(2), 186–195. https://doi.org/10.1037/apl0000433
   PubMed Web of Science ®Google Scholar
• Thun, S., & Bakker, A. B. (2018). Empowering leadership and job crafting: The role of employee optimism. Stress and Health, 34(4), 573–581. https://doi.org/10.1002/smi.2818
   PubMed Web of Science ®Google Scholar
• Tian, Q. t., Song, Y., Kwan, H. K., & Li, X. (2019). Workplace gossip and frontline employees’ proactive service performance. The Service Industries Journal, 39(1), 25–42. https://doi.org/10.1080/02642069.2018.1435642
   Web of Science ®Google Scholar
• Tims, M., & Bakker, A. B. (2010). Job crafting: Towards a new model of individual job redesign. SA Journal of Industrial Psychology, 36(2), 1–9. https://doi.org/10.4102/sajip.v36i2.841
   Google Scholar
• Tims, M., Bakker, A. B., & Derks, D. (2014). Daily job crafting and the self-efficacy – Performance relationship. Journal of Managerial Psychology, 29(5), 490–507. https://doi.org/10.1108/JMP-05-2012-0148
   Web of Science ®Google Scholar
• van den Heuvel, M., Demerouti, E., & Peeters, M. C. W. (2015). The job crafting intervention: Effects on job resources, self-efficacy, and affective well-being. Journal of Occupational and Organizational Psychology, 88(3), 511–532. https://doi.org/10.1111/joop.12128
   Web of Science ®Google Scholar
• Van Veldhoven, M., Van den Broeck, A., Daniels, K., Bakker, A. B., Tavares, S. M., & Ogbonnaya, C. (2020). Challenging the universality of job resources: Why, when, and for whom are they beneficial? Applied Psychology, 69(1), 5–29. https://doi.org/10.1111/apps.12211
   Web of Science ®Google Scholar
• Vecchio, R. P., Justin, J. E., & Pearce, C. L. (2010). Empowering leadership: An examination of mediating mechanisms within a hierarchical structure. The Leadership Quarterly, 21(3), 530–542. https://doi.org/10.1016/j.leaqua.2010.03.014
   Web of Science ®Google Scholar
• Wallace, J. C., Johnson, P. D., & Frazier, M. L. (2009). An examination of the factorial, construct, and predictive validity and utility of the regulatory focus at work scale. Journal of Organizational Behavior, 30(1), 805–831. https://doi.org/10.1002/job
   Web of Science ®Google Scholar
• Yadav, A., & Dhar, R. L. (2021). Linking frontline hotel employees’ job crafting to service recovery performance: The roles of harmonious passion, promotion focus, hotel work experience, and gender. Journal of Hospitality and Tourism Management, 47, 485–495. https://doi.org/10.1016/j.jhtm.2021.04.018
   Web of Science ®Google Scholar
• Yan, S., Xu, R., Stratton, T. D., Kavcic, V., Luo, D., Hou, F., Bi, F., Jiao, R., Song, K., & Jiang, Y. (2021). Sex differences and psychological stress: Responses to the COVID-19 pandemic in China. BMC Public Health, 21(1), 1–8. https://doi.org/10.1186/s12889-020-10085-w
   PubMed Web of Science ®Google Scholar
• Yoon, D. J. (2020). Rude customers and service performance: Roles of motivation and personality. The Service Industries Journal, 1–26. https://doi.org/10.1080/02642069.2020.1826453
   Web of Science ®Google Scholar
• Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107–128. https://doi.org/10.5465/amj.2010.48037118
   Web of Science ®Google Scholar