The Role of Calling and Job Crafting on the Promotion of Employee

Engagement for Organizational Sustainability

Susanti Saragih

, Meily Margaretha

and Sherlywati

Faculty of Business, Maranatha Christian University, Jl. Surya Sumantri 65, Bandung, Indonesia

Keywords: Job Crafting, Work as a Calling, Employee Engagement, Job Design, Organizational Sustainability.

Abstract: A sense of job as a calling (JAC) relates to the worker's intrinsic motivation to perform his daily tasks and a

willingness to modify daily tasks and resources needed to carry out the tasks successfully. This proactive

behavior will improve a worker's well-being and engagement. Moreover, this contribution will enable

organizations to achieve sustainable organizational success. The purpose of this study was to examine the

relationship of JAC, job crafting, and employee engagement as an essential aspect of achieving sustainable

organizational success. A total of 275 teachers participated in this study. All hypotheses had tested using path

analysis with WarpPLS. Conceptually, all dimensions of job crafting are acknowledged to have a significant

effect, but the results showed that JAC significantly affects only the two dimensions of job crafting. While

decreasing hindering job demands and increasing social job resources were not significantly mediated JAC

and employee engagement. Having a calling in the work context drive teachers to craft their tasks at all costs.

In the longer term, this will lead to organizational sustainability. In this study, we also discussed the

implications for organizations and future research.

1 INTRODUCTION

The concept of job as calling and its effect on

individuals have been known for many years (Esteves

& Lopes, 2017). Job as a calling refers to an approach

to see the application of having a calling in doing of

job (Duffy et al., 2018). The origin source of this

sense relates with the religious framework where the

individual receives a ‘transcendent summons,

experienced as originating beyond the self, to

approach a particular life role (Duffy et al., 2018).

Furthermore, it also relates to motivation that person

has when they are doing their occupations,

particularly in social jobs such as teaching (Petrou et

al., 2012). Nowadays, the definition of this sense of

calling attaches to a sense of purpose, direction, the

desire to be helpful and personal fulfilment (Duffy et

al., 2018; Vogt et al., 2015; Xie et al., 2016, and

identified as the secular perspective of a sense of

calling and it perceives as people’s desire to give

contribution to their work life (Dik et al. 2012). This

desire and personal fulfilment are seen as important

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factors of an individual’s work experience, no matter

of their religion orientation.

The advantages of having job as calling have been

addressed in many previous researches in the

individual and organization context (Afsar et al.,

2019). It is mentioned that having job as a calling

would motivate employees in doing their job and

engage their purpose in work life (Xie et al., 2016).

Specifically, employees with strong of this feeling are

aware with themselves and their career choices, also

with this sense will be strongly related to their

feelings and give impact to their behavior

(Riasnugrahani et al, 2019). It can be said that these

people are effectively bound to shape their lives at

work to consolidate or underline parts of their calling,

hence driving them to make progressed moves with a

future-oriented impact. In this case, teachers who

have job as calling, they are enjoy doing their job and

have the capacity to improve their capability in doing

teaching activities and very comfortable to continue

their teaching career in their life. On the other hand,

teachers who do not have this calling they become

Saragih, S., Margaretha, M. and Sherlywati, .

The Role of Calling and Job Crafting on the Promotion of Employee Engagement for Organizational Sustainability.

DOI: 10.5220/0010752200003112

In Proceedings of the 1st International Conference on Emerging Issues in Humanity Studies and Social Sciences (ICE-HUMS 2021), pages 357-365

ISBN: 978-989-758-604-0

357

doubtful with their decision to be a teacher and it can

lead to bad performance in doing this job (Duffy et al.

2017). Dik et al. (2012) proposed that a feeling of

calling a feeling of calling should be understood as an

interaction where the individual encounters, keeps up

and looks for their reasons for living consistently.

Chang et al. (2020) affirm that one way to form

job crafting is the presence sense of calling that

employees should have, because this sense of calling

will lead to some behaviors such as find

opportunities, dare to make changes and adapt to the

pressure in work environments and many others. Job

crafting is described as a particular type of proactive

behavior that viewed as an anticipatory action taken

by employees in order to face difficulties and

limitations presented by their works (Wang et al.,

2018). According to Tims et al. (2012), as a job

crafter, to give meaning and purpose in their job,

employee will continue to improve their work, and it

will help employee to handle the changes in their

work (Tims et al., 2012). Therefore, job crafting is

seen as a process that needs employees’ active

changes of their work, including how they see and do

their jobs and also connect with others in their jobs

(Petrou et al., 2012). Today, in the dynamic working

environment, it is possible employees do not always

fit with their job, and they try to match themselves

with their job (Wang et al., 2018), and it make

concept of job as a calling motivate employees to

engage and match their demands and goal with the

workplace (Tims et al., 2016). Therefore, calling, is

viewed as a strong motivator that conduct future-

focused and mindful actions, and it showed that there

is a positive correlation between calling and job

crafting. Employees who have calling orientation is

found to be likely and enjoy crafting their jobs (Chang

et al., 2020); Lu et al., 2014).

More than decades ago, the impact of job crafting

has been discussed, such as the changes that

employees made in their jobs on their own initiatives

(Kulik et al., 1987 in Karatepe & Eslamlou, 2017).

Job crafting is perceived as individual changes on

physical and cognitive when doing the task or

relational boundaries in their work. According to

Tims et al. (2012) job crafting refers as the changing

that made by employees related to demands and

resources of their job (Tims et al., 2012). When job

resources increase, it will also enhance challenging in

job demands that represent job crafting (Bakker and

Demerouti, 2016; Tims et al., 2012). When

employees redesign their works through job demands

and resources, it will create work engagement that is

defined as a positive, fulfilling, work related state of

mind that is characterized by vigor, dedication, and

absorption (Bakker, 2011).

Bakker (2011) stated by practicing employee

engagement in the workplace, it will improve

employee performance, development of career and

finally reach customer for organization, therefore

organization should give more concern to employee

engagement. Work engagement is a result of job

crafting (Bakker & Demerouti, 2016). Van

Wingerden et al. (2016) mentioned that job crafting is

caused by work engagement. When teachers are

given chances to crafts their jobs, they feel vigorous,

are encouraged by work, and focus on job. When they

craft their works, they ask assistance and advice from

their co-workers and supervisors, they also might be

liked in accepting new or extra tasks and

communicate for control in order to help the problems

and needs of the students, and expand their work

demands because they perceive their job as a potential

for development and advancement (Brenninkmeijer

& Hekkert-Koning, 2015). Study of Tims’s et al.

(2015) and Vogt et al. (2015) summarized that job

crafting led to higher employee engagement. Thus, it

can be concluded that when employee has higher job

crafting will give impact to the higher of their job

engagement. Conversely, the lower the job crafting,

the lower employee engagement will be for

employees. These results are in line with research

related to job crafting and previous work engagement

conducted by Chen, et al. (2014) and Siddiqi (2015)

although using different scales and dimensions of job

crafting. Study conducted by Sakuraya et al. (2016)

on managerial level employees in Japan found that by

giving several sessions regularly on job crafting, there

was an increase in job crafting and influence the level

of employee engagement. Other explanation related

the relationship between job crafting and employee

engagement comes from Petrou et al. (2012) that

stated the emphasis of job crafting is on the employee

proactively behavior in making changing to the scope

of their work in order to find the meaning in their

work which in turn give impact to employee

engagement.

Furthermore, the issue of sustainability is

important to achieve organizations’ long-term

objective. Organizational sustainability describes as

the capacity for an organization to reach their goal in

terms of economic, environmental, and performance

of human (Wales, 2013). Employee engagement at

work can be seen as an essential factor in order to

attain organizational successful in sustainability.

Employee engagement should be viewed as a core

element of the human dimension of organizational

sustainability (Carasco et al., 2014; Lee et al., 2016).

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358

Employee engagement is one of the most research

topics in organizational science that forms a critical

and fundamental component to the continuous

organization sustainable successful (Mirvis, 2012).

The aim of this research is to explore the role of job

as calling and job crafting to promote employee

engagement that finally support organizational

sustainability.

1.1 Job as a Calling (JAC)

According to Baumister (1991), there are three

distinct values people can have to their work, namely,

work as a job, work as a career, and work as a calling.

Employees who see their work as a job only concern

about how much money and benefits they can earn.

In contrast, employees who have seen work as a

career, will take a job as an investment to actualize

themselves, get higher social status and achievement.

Finally, individuals with calling find their daily

activities at work are inseparable from their life. They

focus on fulfillment and social value.

Duffy et al. (2017) state that job as a calling (JAC)

is a form of religiosity in working based on

employee’s calling. They complete a variety of jobs

in the spirit of their calling and create meaningful

values for themselves, and fulfillment of other values

as the main purpose. As a social human being, these

values can be seen from the encouragement that

comes from God to help each other. Job as a calling

as religiosity is an encouragement that comes from

God to serve other individuals.

Having a job as a calling would motivate

employees in doing their job and engage their purpose

in work-life (Afsar et al., 2019; Savickas & Porfeli,

2012). Specifically, employees with a strong of this

feeling are aware of themselves and their career

choices, also with this sense will be strongly related

to their feelings and give impact to their behavior

(Riasnugrahani et al, 2019). They are eager to learn

new things, develop their capacities and improve their

work quality, and engage (Afsar et al., 2019; Savickas

& Porfeli, 2012; Duffy et al, 2017).

1.2 Job Crafting (JC)

Wang et al. (2018) concluded that job crafting is an

effort to remove job boundaries that are explained in

the job description, to ensure it aligns with individual

preferences, skills, and abilities. Employees who

involved in job crafting may redesign their work

activities and scope with or without management

involvement to balance job demands and job

resources with their abilities or needs (Tims et al.,

2012). Tims et al. (2012) defined job crafting as the

proactive process of employees changing aspects of

work to define the physical, emotional, cognitive, and

relational scope of a job. For instance, employees

may change the number of tasks they will handle; the

amount of intensity of contact they have with

colleagues or customers, and the number of resources

they will earn.

Job crafting can stimulate personal growth

because job crafting enables an employee to mobilize

more job resources and challenging demands that

stimulate their knowledge, skill, and experiences

(Tims, et al., 2012; Petrou et al., 2012). Therefore, job

crafting also creates personal meaning (Petrou et al.

2012). Moreover, Demerouti et al. (2015) conclude

that proactive behavior that showed in job crafting

strategies will lead to higher job engagement and

productivity.

Tims, et al. (2012) explained that there are 4

dimensions of job crafting, they area increasing

structural job resources, decreasing hindering job

demands, increasing social job resources, and

increasing challenging job demands. Increasing

structural job resources referred to activity to develop

oneself, learn new things, and use knowledge and

skill to the fullest. The second dimension, decreasing

hindering job demands, focus on minimizing difficult

work situation at work. An employee tends to

minimize contact with customers or colleagues who

affect them emotionally; avoid making the difficult

situation at work to ensure they have a pleasurable

day at work. The third dimension, increasing social

job resources demonstrated an active behavior in

asking for feedback and coaching from the leader.

Meanwhile, increasing challenging job demands

focus on enhancing an adequate level of challenges

and demands. Boredom, dissatisfaction, and

disengagement may appear in a job that is under

stimulating. Thus, employees must be able to

stimulate their work and get more challenges and face

a difficult work situation.

1.3 Employee Engagement (EE)

Job engagement is a positive, fulfilling, motivational

state of work-related well-being that can be seen as

the contradiction of job burnout. As a concept of

motivation, Bakker (2011) stated that employees who

have engaged with their job and organization will be

motivated to strive the challenging goals, involved in

many work situations. They are also energetic and

enthusiastically apply their skill and knowledge to

accomplish their tasks. Many of employee

engagement's definitions emphasize an employee's

The Role of Calling and Job Crafting on the Promotion of Employee Engagement for Organizational Sustainability

359

commitment to the job and organization or the

positive work attitudes and behaviors as an engaged

employee exhibit.

1.4 Job as Calling, Job Crafting and

Employee Engagement

To describe the mechanism of job calling and job

crafting, the career construction theory (CCT) are

used in this study. CCT indicated that careers are

resulted from individuals’ capability in adjusting their

social environment with their personal value by

imposing meaning on their daily task and experiences

at workplace (Rudolph et al, 2018). Adjusting

involves adaptive behaviours that address changes in

work situation and demand to experience a

meaningfulness at workplace. Therefore, employee

who understand their calling and sees his or her career

as a calling are fully aware of themselves, have a clear

focus on goals and leads them actively to a self-

directed behaviour (Xie et al., 2016; Savickas &

Porfeli, 2012). In other words, employee is motivated

to modify their job to include more challenges, more

meaningful tasks and relationship, and more effort into

updating their skills (Rudolph et al, 2018; Duffy, et al.,

2017). As a result, these individuals are more likely to

change aspects in their daily work in order to

emphasize values of their calling, thus driving them to

have more enjoyment and engagement from their jobs.

Some empirical research revealed that calling

positively associated to employee’s work attitudes,

behaviour and performance. For example, Xie, et al

(2016) found that job as calling positively related to

an employee's career adaptability, work engagement,

and career satisfaction. Employee who experiencing

work as a calling will tend to show higher level of

commitment and do more to accomplish their job

(Duffy et al., 2017; Thompson and Bunderson, 2019).

Chang et al (2020) reveal that a sense of job as calling

significantly associated with employees’ job crafting

behavior. When a sense of calling is accompanied by

a high degree of self-efficacy and job autonomy, it

encourages individual to be more willing to engage

and commit to their careers.

Employees with a calling work not for financial

gain but instead they will do their work to be morally

and socially significant. Therefore, it will lead to an

active behavior to learn somethings new to help them

accomplish work. They will tend to find the

opportunity to use their competence to the fullest

(increasing structural job resources). As they know

their purpose and value, the employee who sees work

as a calling will modify their work, try to make sure

that their work is mentally less intense, minimize

contact with unrealistic colleagues and reduce

stressful work situations (decreasing hindering job

demands). Moreover, they also demonstrated a

willingness to get more challenges and responsibility

(increasing challenging job demands), see a difficult

situation as a chance to grow, and actively ask for

advice and coach from supervisors (increasing social

job resources). Thus, in turn, these will lead to higher

engagement, satisfaction, and well-being. As such,

we hypothesize:

• Hypothesis 1: Job as calling is positively related

to work engagement through the mediating

effects of increasing structural job resources

• Hypothesis 2: Job as calling is positively related

to work engagement through the mediating

effects of decreasing hindering job demands

• Hypothesis 3: Job as calling is positively related

to work engagement through the mediating

effects of increasing social job resources

• Hypothesis 4: Job as calling is positively related

to work engagement through the mediating

effects of increasing challenging job demands

Based on the theories outlined, the researchers

develop the conceptual framework as shown in

Figure 1.

Figure 1: Conceptual framework of the study.

JAC: job as a calling

JC1: increasing structural job resources

JC2: decreasing hindering job demands

JC3: increasing social job resources

JC4: increasing challenging job demands

EE: employee engagement

ICE-HUMS 2021 - International Conference on Emerging Issues in Humanity Studies and Social Sciences

360

2 METHODS

2.1 Participants and Procedures

The sample of this study was 275 kindergarten and

primary school teachers from various schools located

in 9 sub-urbans in Bandung. The rationale for the

selection of kindergarten and primary school teachers

as survey participants included: first, in social

occupations such as teaching, their job is inseparable

from their life. They are more likely to do works to

brings fulfillment and meaning to other people (Xie

et al., 2016). Second, daily improvisation is

fundamental in the teachers' work. Teachers modify

or craft their daily work to respond to children’s

diverse intellectual level, social, and emotional and

needs. Hence, teachers in primary school or lower are

employees who are expected to experience job as

calling and regularly involve in job crafting.

Data were collected through an online survey

method. The survey’s link was distributed through

personal contact and or the school principle. After

four months, the 275 completed questionnaires were

collected. The respondent’s characteristics are

presented in Table 1.

Table 1: Respondents’ Characteristic.

Characteristics Percentage

Age

• 23 - 28

• > 28 – 33

• > 33 – 38

• > 38 – 43

• > 43

12.9%

9.7%

6.6%

16.3%

Gender

• Male

• Female

10.9%

88.7%

Professional Background

• Less than 5 years

• > 5 – 10 years

• > 10 years

32.4%

29.8%

35.6%

Employment Status

• Full-time

• Part-time

37.2%

17.1%

Weekly working hours

• Less than 10 hours

• > 10 – 25 hours

• > 25 – 40 hours

• > 40 – 55 hours

7.9%

45.4%

41.4%

5.4%

2.2 Measures

This study used a set of questionnaires that included

job as calling, job crafting (increasing structural job

resources; decreasing hindering job demands;

increasing social job resources; increasing

challenging job demands), and employee

engagement. These set of questionnaires were

developed by previous researchers and have used a

five-point Likert scale. Job as calling was measured

using Brief Calling Scale – Presence of Calling that

consists of 2 items (e.q. I have a good understanding

of my calling as it applies to my career) by Dik et al.

(2012). Job crafting consists of 4 dimensions, there

are increasing structural job resources; decreasing

hindering job demands; increasing social job

resources; increasing challenging job demands. Job

crafting behaviour was measured using

questionnaires developed by Tims et al. (2012). In

total, there are 21 items used to measure this variable,

for example: I try to ensure that my work is

emotionally less intense. Meanwhile, questionnaire

developed by Saks (2006) was using to measured

employee engagement. There are 5 items in

measuring employee engagement, the sample of the

questions is: My work preoccupies me, and I am truly

in it.

3 RESULTS AND DISCUSSION

3.1 Validity and Reliability Check

Convergent validity was assessed by evaluating the

Average Variance Extracted (AVE) test on the

variables. The values in Table 2 support convergent

validity as all AVEs exceeded the recommended

values (Henseler et al., 2016). The validity test’s

results also showed that the Cronbach’s Alpha

coefficients of all variables are acceptable. Loading

factor between 0.779 and 0.907 for increasing

structural job resources (ISJR), between 0.623 and

0.812 for decreasing hindering job demands (DHJD),

between 0.525 and 0.768 for increasing social job

resources (ICJR), and between 0.599 and 0.761 for

increasing challenging job demands. Both items in

job as calling variable gain 0.920 loading factor,

indicated that both items were valid (loading factor

was more than 0.4). Meanwhile, the loading factor

between 0.47 and 0.859 are found for employee

engagement. In total, there were 26 items in the

questionnaire that included.

The Role of Calling and Job Crafting on the Promotion of Employee Engagement for Organizational Sustainability

361

Table 2: Reliability Check.

Variable AVE

Composite

Reliabilit

Cronbach’s

Alpha

JAC

JC1

JC2

JC3

JC4

0.847

0.766

0.523

0.460

0.488

0.449

0.917

0.881

0.760

0.808

0.766

0.836

0.820

0.818

0.631

0.702

0.619

0.785

3.2 Descriptive Statistics

The correlation analysis between the variables

studied was assessed to conduct a statistical analysis.

This analysis ensures that all the variables used in this

study are related. The correlations among all studied

variables are presented in Table 3. The table showed

that job as calling is correlated with the first, and the

fourth dimension of job crafting. It is worth noting

that employee engagement had a correlation on all

studied variables except JC2 (decreasing hindering

job demands).

Table 3: Correlation Analysis.

Var JAC JC1 JC2 JC3 JC4 EE

JAC

JC1

JC2

JC3

JC4

- 0.47*

0.026

0.158

0.17

0.40*

-0.02

0.37*

0.46*

0.05

0.34*

0.38*

0.52*

-0.05

0.33*

0.49*

* p-value < 0.001

3.3 Structural Model Analysis

Once the reliability and validity were meet the

recommended value, the model was tested using

Warp PLS tool. The structural analysis model output

is shown in Table 4.

Table 4: Model fit and quality indices.

Fit Indicates Recommended Value Value

APC

AARS

AFVIV

GoF

RSCR

SSR

p<0.001

<= 3.3

>=0.25 (medium)

>= 0.9

>= 0.7

0.254, p<0.001

0.167, p<0.001

1.440

0.295

0.998

1.000

3.4 Hypothesis Testing

The structural model analysis in Figure 2 showed that

job as calling has a positive impact on employee

engagement with increasing structural job resources

as a mediation variable (β = 0.390; p-value < 0.001,

H1 is supported). This study also provides initial

support for H4 regarding the mediation of increasing

challenging job demand between job as calling and

employee engagement (β = 0.270; p-value < 0.001).

Meanwhile, the second and the third dimension of job

crafting, namely decreasing hindering job demands

and increasing social job resources were not

significantly mediated the relationship between job as

a calling and employee engagement. Thus, H2 and H3

are not supported.

Figure 2: The result of Structural Model

JAC: job as a calling

JC1: increasing structural job resources

JC2: decreasing hindering job demands

JC3: increasing social job resources

JC4: increasing challenging job demands

EE: employee engagement

This study examined how job crafting dimensions

mediated job as calling and employee engagement.

We found that job as calling was more strongly

related to employee engagement through the

mediating effect of increasing structural job resources

(H1) and increasing challenging job demands (H4).

Job as a calling is identified as a sense of direction,

purpose, and personal fulfilment (Duffy et al., 2017).

Individual who sees their work as a calling are willing

to do and serve the greater good because they are

motivated employees and engage their purpose in

work-life (Chang et al., 2020 Xie et al., 2016;

Riasnugrahani et al, 2019). This study has shown that

teachers who experience job as a calling are able to

mobilize more variety, the opportunity to develop

oneself (increasing structural job resources) whereas

increasing engagement. This result support prior

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362

studies, for example Chang et al (2020), Lu et al.

(2014), and Berkers et al. (2017). Moreover,

individuals with a calling will have higher intrinsic

motivation and lead them to craft their job to include

more challenges, tasks, relations, and skills (Chang et

al., 2020; Tims, et al., 2012). As a result, they will

experience an adequate level of challenge,

opportunity to practice their knowledge and skill

which will increase their personal growth and

engagement with their job.

In today’s competitive marketplace, organization

that focus on employee engagement will

enlarge their capacity to reach their goal in terms

of economic, environmental, sustainability, and

performance of human (Wales, 2013). The rationale

for this because employee engagement viewed as a

core element of the human dimension of

organizational sustainability (Carasco et al., 2014;

Lee et al., 2016). Therefore, organization that focus

on employee engagement will resolve the tension

employee feel between their work and personal value

by providing a higher purpose.

The findings from this study also reveal that the

other two dimensions of job crafting (decreasing

hindering job demands/H2 and increasing social job

resources/H3) are not significant mediated the

relationship of job as a calling and employee

engagement. When teachers see their job as a calling,

they are more likely to increase their job resources

(e.g., seeking social support) and challenges (e.g.,

seeking more variety) rather than decrease job

demands. This finding explains that the teachers who

report a presence of a calling have a good sense of

their interests and abilities. They show their

competency in manage work in a difficult situation

and willing to modify work to contribute to the

greater good. Therefore, decreasing and hindering job

demands are not the choices for individual who sees

their job as a calling. Having a clear purpose and

calling in the job will give the advantage to be able to

make changes and adapt to the pressure in work

environments and many others (Wang et al., 2018).

Finally, in this study, we can conclude that increasing

social job resources (e.g., asking for coaching and

feedback from supervisor or colleagues) may have

more impact on the social aspects of the job but it

does not determine employee engagement.

4 CONCLUSIONS

Job as a calling is viewed as a strong motivator that

conduct future-focused and mindful actions. Previous

research showed that employees who have calling

orientation is found to be likely and enjoy crafting

their jobs (Chang et al., 2020; Lu et al., 2014). They

also demonstrated an attachment at workplace (e.g.,

commitment and engagement) and occupational

clarity (e.g., career decidedness and choice comfort)

(Thompson and Bunderson, 2019). This study

examined how job as a calling will influence

employee engagement through job crafting as a

mediation variable. We elaborated job crafting into 4

dimensions; increasing structural job resources,

decreasing hindering job demands, increasing social

job resources, and increasing challenging job

demands.

There are 4 hypotheses assessed in this study. As

proposed, employee who experience job as a calling

is found to have willingness to develop his/her

capabilities, to learn new things at work, and seeking

variety and autonomy (Tims, et al., 2012; Xie et al.,

2016). This voluntary behaviour fulfilling basic

human needs and enhance employee engagement.

Similarly, having a sense of calling at work, teachers

may take more challenges and extra tasks to stimulate

their personal growth and skills. This challenge

demands offer meaningful experiences that lead to

satisfaction and engagement (Xie et al., 2016).

However, we found decreasing hindering job

demands and increasing social job resources are not

significant in the relationship between job as a calling

and employee engagement. This result showed that

when employees see their job as a calling, they tend

to promote proactive behaviour, modify work to

ensure it aligns with their skill, ability, and

preference. They are also eager to make difficult and

contact with others that might affect them

emotionally. In conclusion, they prefer to deal with

difficult work situation and interaction, stimulate

their knowledge and skills, and avoid decreasing job

demands.

The current study offers a theoretical contribution.

This study has used the four dimensions of job

crafting instead of treating job crafting as

unidimensional. This allows the examination of job-

crafting activities and points out the main dimension

that enhances employee engagement. Our findings

also have significant implications for practitioners.

Knowing that employee who has calling orientation

will tend to have higher engagement, an organization

should commit to assisting employees in finding

meaning and purpose in their work. HR practices that

would have significant impact on employee

engagement are training, counselling, career

management and job enrichment. These practices

incorporate meaning, variety and autonomy so

employee become more willing to do greater good.

The Role of Calling and Job Crafting on the Promotion of Employee Engagement for Organizational Sustainability

363

The limitation of this study also sheds light on

future research. First, the survey participants were not

involved with teachers in higher levels, for instance:

high school teachers. Therefore, one should be

cautious when generalizing the results to the teachers’

population. Meanwhile, the sample size of this study

has been conducted fairly big to the population of

kindergarten and primary school teachers.

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