Passionate Way to Creativity through the Power of Job Crafting and

Sense of Calling

ASEP GUNAWAN

Department of Management, Universitas Muhammadiyah Cirebon

Department of Management, Universitas Jenderal Soedirman, Purwokerto (doctor candidate).

Profesor DR. HR Boenyamin Street, Purwokerto, INDONESIA

WIWIEK RABIATUL ADAWIYAH

Department of Management, Universitas Jenderal Soedirman Purwokerto,

Profesor DR. HR Boenyamin Street, Purwokerto, INDONESIA

RATNO PURNOMO

Department of Management, Universitas Jenderal Soedirman, Purwokerto,

Profesor DR. HR Boenyamin Street, Purwokerto, INDONESIA

Abstract. Creative employees are treasured assets for organizations to remain competitive in the market.

However, we still know little about how to encourage employee creativity in an organization. Taking a

motivational perspective, this study aims to examine the direct relationship between job crafting and creativity

and the indirect relationship through sense of calling. We collected information from 359 Indonesian tour

guides, then we analyzed it using WarpPLS 4. The results of the study revealed that job crafting was positively

related to employee creativity. In addition, it shows that the sense of calling sense of calling is able to become a

connecting bridge in efforts to increase employee creativity.

Key-Words: Job crafting; a sense of calling; creativity

Received: April 19, 2021. Revised: March 2, 2022. Accepted: April 3, 2022. Published: April 28, 2022.

1 Introduction

Due to the increasing complexity and flexibility of

today's jobs, workers must be creative in order to

cope adequately with the tension. Organizations

currently use creativity as a primary criterion to

assess employees' work performance [1] since

creative employees are treasured assets for

organizations to remain competitive in the market

[2]. Every organization in the tourism industry faces

turbulent changes in its environment because of

globalization. The sector experiences rapid

consumer preferences changes followed by shorter

service and product life cycles [3]. These changes

highlight new, increasingly complex competition

requirements [4], forcing every business sector to

compete in the market. The current rapidly changing

situation faced by society occurred due to the

COVID-19 outbreak, which resulted in the

government travel restrictions policy, lockdowns,

social distancing, school closings, and the

prohibition of public events.

These regulations are in place to keep the

COVID-19 virus from spreading. However, it

instills worry and apprehension in the population

about a possible epidemic [5]. The prevailing

environment has a terrible impact on the tourism

industry [6]. In addition to delivering a pleasant and

unforgettable experience for every tourist, tourism

practitioners must also provide trustworthy health

facilities for tourists by following the government's

health regulations in order to reduce tourists’

anxiety [7].

Tour guides are responsible for delivering

tremendous service to customers. Hence their

creativity is essential to come up with appropriate

solutions when a problem occurs. Creativity is

generally defined as producing all kinds of new

things helpful in solving a problem [8]. A creative

tour leader can create a pleasant atmosphere for all

group members during the journey to provide a

memorable experience. Moreover, tour guides are

compelled to act within the available resources

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while serving the customers. They must correspond

to the guest's needs and the organization's policies

and regulations. Tour guides are obliged to find the

solution to various problems encountered in the

field, adapt to changing conditions, and anticipate

new challenges proactively. This behavior is an

indicator of creative capacities, and for this reason,

the creativity of the tour guides is the prerequisite of

success in the traveling business [9].

Recently, there has been a proliferation of

interest in creativity in the tourism industry. For

example, a well established strand of research on

creativity have examined the link between creativity

and shared leadership [10], proactive personality

and employee creativity [11], social capital and

creativity in Taiwan and China [12], and

organizational support to creativity [13]. Despite the

substantial attempts, no research has examined the

relationship between job crafting and creativity in

the tourism industry, especially among tour guides.

Therefore, this study enhances theory in the field by

examining the relationship between job crafting and

tour guide creativity in Indonesia.

Job crafting is a proactive action of an employee

to change, shape and redefine his job [14]. Job

crafting has great substance in the fulfillment of

self-interest to create a comfortable working

environment. A sense of comfort at work does

promptly occur but must be endeavored. For

example, when an employee first enters a job, new

employees are generally presented with a job

description that details the duties and

responsibilities that need to be done. The job

description becomes a guideline for employees at

work. However, as time goes by, the workers might

develop an inner contradiction between personal and

organizational goals, which leads to a distressing

situation.

Therefore, to obtain comfort at work, some

employees customize their job. Some researchers

found a positive and significant relationship

between task crafting and creativity, increased

challenges with creativity [15], [16]. Other results

indicate a positive relationship between increased

resources and creative performance [17].

Subsequently, research at the team level found a

positive relationship between team job crafting and

team creativity [18]. The last researchers found an

indirect impact between proactive personality and

creative performance through job crafting [19].

Furthermore, different results are shown by research

conducted [17], which found a negative and

insignificant indirect relationship between job

crafting and creativity. Therefore, we propose a

sense of calling to bridge the gap for inconsistent

findings on the relationship between job crafting and

creativity.

In the context of work, calling is understood as a

meaningful and continuous experience that drives

individuals to passionately perform their jobs

without expecting a material reward in exchange

[20]. For example, their willingness to make a

sacrifice for the sake of that work. Past research

created a construct calling as a mediator [21], which

examines the relationship between perceived

organizational support and creativity. Both studies

show that calling is capable of being a mediator.

The previous theories and studies suggest the

relationship between job crating, sense of calling,

and creativity. First, there are still limited works of

literature exploring the relationship between these

three constructs. Second, limited research in the

tourism industry. Third, Indonesia has great tourism

potential, especially tour guides; however, related

research is still relatively rare.

2 Literature review and Hypothesis

Development

2.1 Job Crafting & Creativity

The concept of job crafting is defined as a form of

employee behavior that proactively makes minor

modifications in their work scope and boundaries

[14]. Task crafting occurs when employees change

the form, size, and tasks that they are carrying.

Meanwhile, changes in the context with whom and

how often he interacts with other people can be

categorized into relational crafting [22]. Employees'

ability to change their view of their work is known

as cognitive crafting [14]. They can reframe the

goals of certain aspects of the job concerning the

work as a whole [22].

Previous researchers embed job crafting from

Job Demand Resource, which consists of seeking

demands/challenges, decreasing demands, or

seeking resources [23]. This proactive behavior is

used by employees when they feel that a change is

needed [24]. Job crafting ideas can increase person-

job fit by adjusting job demands with personal needs

and abilities [23]. Employees involved in job

crafting tend to feel aligned with their work, are

satisfied, highly committed to their organization,

and show better performance [25] [26].

Past researchers found a positive and significant

relationship between task crafting, creativity, and

increased challenges with creativity [27], seeking

resources, and creative performance [17], and also

between job crafting and employee creative

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performance [28]. A positive relationship between

team job crafting and team creativity is also proven

[29].

2.2 Job Crafting and Sense of Calling

Employees who feel that work is a calling have a

high ability to adapt to their environment, a form of

response when facing obstacles in doing job

modifications [30]. The feature is proactive behavior

by aligning tasks, cognitive, and relations with his

needs and interests as a means of getting meaning in

the workplace [14]. Previous research has found job

crating contribution to the process of understanding

calling [31].

2.3 Sense of Calling and Creativity

The dimensions of presence-purposeful work &

search-purposeful work are two dimensions that are

relatively important in the construct of calling [32].

This dimension describes the job as part of their life

goals [33]. Therefore, employees who have a goal

orientation can engage in certain behaviors to cope

with specific situations. It is believed to have a

positive relationship with employee creativity.

2.4 Sense of Calling as a Mediator

The concept of the sense of calling is interpreted as

a feeling of happiness when employees see that

other people are satisfied with their help and the

feeling of earning the meaning of life when they can

contribute to society. Thus, the sense of calling can

be a source of motivation for someone to work [32],

encouraging high morale without expecting material

rewards [20].

Although the calling construct and its potential

have considerable benefits for individuals [34], this

research is still relatively new [20]. It is argued that

employees who have a high sense of calling towards

their work show lower levels of absenteeism, higher

job satisfaction and organizational commitment

[33], and have a higher level of life satisfaction [35].

Although a sense of calling is a construct that is

well known to employees, not everyone considers

their job as calling. Some research results show that

only 30% to 50% of participants in a study feel that

they have a calling [36], and other research shows

that calling can mediate between POS and creativity

[21].

Based on the above argument, this study

proposed the following hypothesis:

Hypothesis 1: Job crafting positively relates to the

employee's creativity.

Hypothesis 2: Job crafting has a positive relation to

the sense of calling.

Hypothesis 3: A sense of a calling has a positive

relation to an employee’s creativity

Hypothesis 4: The sense of calling can mediate the

relationship between job crafting and employee

creativity.

Fig. 1: Research model

3 Methodology

3.1 Participants and Procedures

Participants were recruited through the Indonesian

Tour Guide Association. They encouraged their

colleagues to participate in this survey activity. The

participants were asked to fill out an online

questionnaire using a google form sent through the

WhatsApp chat of tour guide communities in West

Java. Respondents who participated in this study

came from 22 cities and districts in West Java

province. We obtained 359 correctly filled

questionnaires, yielding an overall response rate of

approximately 95.48%.

Based on the job position, the respondents'

composition is tourist guide (271) or 75.49% and

tour leader (88) or 24.51%. Some of them work as

freelancers, but some are tour & travel companies.

Respondents are dominated by male, with a total

number of 293 or 81.62%, the rest are female,

totaling 66 people or 18.38%. Most tour guides aged

between 21-30 years for a total of 230 people or

64.07%. The working periods vary, with a range of

less than one year to over 20 years, and the most

significant component is in the working group with

a working period between 1-5 years totaling 239

people or 66.57%. The education levels are

dominated by high school and undergraduate, with

the proportion as 123 and 121 people, 34.26% and

33.70%.

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Table 1. Demographic profile

Frequency

Percentage

(%)

Gender

Male

293

81.6

Female

18.38

Education level

High school or

equivalent

123

34.26

Diploma

107

29.81

Undergraduate

121

33.70

Postgraduate

2.23

Tenure

< 1 year

13.37

1 - 5 year

239

66.57

6 - 10 year

13.93

11 - 15 year

3.06

16 - 20 year

2.79

> 20 year

0.28

Age

< 20 year

6.40

20 - 30 year

230

64.07

31 - 40 year

19.22

41 - 50 year

9.75

> 50 year

0.56

Source: own processing

3.2 Measurement

As respondents’ native language was Indonesian,

each measuring scale was translated by a

professional translator. To validate the translation,

we utilized the back translation method [37] with

five-point Likert-type scale of measurement ranging

from one (strongly disagree) to five (strongly agree).

Job crafting is measured using 30 items [38]. A

sample item is "I try to enhance my tour-leading

skill." Cronbach's alpha for this scale was 0.908;

Sense of calling, used an eight-item from the two

subscales (i.e., presence-purposeful work & search-

purposeful work) of the sense of calling scale

developed by [39] and rating by the employee. A

sample item is “My work helps me live out my life’s

purpose.” Cronbach's alpha for this scale was 0.878;

Creativity, used a thirteen-item scale adapted from

[40]. Example item “Suggests new ways to achieve

goals or objectives." Cronbach's alpha for this scale

was 0.850 (see: Table 2)

4 Result

4.1 Reliability Measurement

The data collection instrument used in this study was a

questionnaire. Therefore, in order to get good results, an

accurate questionnaire is needed. Reliability and validity

are two ways commonly used by researchers to measure

the accuracy of the questionnaire.

The first step, measuring reliability using the

WarpPLS4 application. The results are described in table

Table 2. Reliability Test

Composite reliability

coefficients

Cronbach’s alpha

coefficients

Job Crafting

0,956

Job Crafting

0.908

Sense of

Calling

0.906

Sense of

Calling

0.878

Employee

Creativity

0.889

Employee

Creativity

0.850

Source: own processing

Reliability test results show that all constructs have

high reliability. It is indicated by the Composite

Reliability value of all constructs with a value

greater than 0.70 and Cronbach's alpha coefficient

greater than 0.6 [41]. Thus all the data collected by

the construct are reliable.

4.2 Validity Measurement

The second step, measuring validity using the

WarpPLS4 application. The results are described in

table 3.

Table 3. Convergent Validity

Job Crafting

Sense of

Calling

Creativity

R-squared

0.150

0.106

Adj.R-squared

0.147

0.101

Composite

reliab.

0.956

0.906

0.889

Cronbach’s

alpha

0.908

0.878

0.850

Avg.var.extrac.

0.916

0.579

0.573

Full Collin.

VIF

1.146

1.161

1.062

Q-squared

0.149

0.104

Source: own processing

Convergent validity is tested by using Average

Variance Extracted (AVE). The assessment criterion

is that the value of AVE should be higher than 0.5.

The results show that all constructs (job crafting,

0,916; sense of calling, 0.579; creativity, 0.573)

have AVE values greater than 0.5. These results

have shown that the Convergent Validity construct

is good [42], [43].

Table 4. Comparison of the roots of the AVE with

the correlation between variables

Job Crafting

Sense of

Calling

Creativity

Job Crafting

(0.957)

0.339

0.180

Sense of

Calling

0.339

(0.761)

0.212

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Creativity

0.180

0.212

(0.757)

Note: square roots of average variances extracted

(AVEs) shown on diagonal

Source: own processing

The next validity test is to measure the

discriminant validity. The test is done by comparing

the root of the AVE with the correlation between

variables. A good AVE value occurs when the

constructed value is higher than the correlation

between latent variables [42]. The results show that

the AVE root value in the same variable is higher

than the AVE's root value for different variables.

Therefore criteria for the discriminant validity test

have been fulfilled.

After the reliability and validity test, the next

step is to test the model structure. This test is to

determine whether a model matches the data.

4.3 Measurement Model

The evaluation process of the research model is a

confirmatory factor analysis of the endogenous constructs

in the model, the results of the full model analysis can be

explained in the table 5.

Table 5. Model fit and Quality Indices

Quality Indices

Value

Acceptable

Criteria

Supported

Average path

coefficient (APC)

0.255

P<0.001

Not

Average block VIF

(AVIF)

1.308

Ideally ≤

3.3

Yes

Average full

collinearity VIF

(AFVIF)

1.123

Ideally ≤

3.3

Yes

Average R-squared

(ARS)

0.128

P<0.001

Not

Average adjusted R-

squared (AARS)

0.124

P=0.002

Not

Tennenhaus GoF

(GoF)

0.297

Medium ≥

0.25

Yes

Sympson’s paradox

ratio (SPR)

1.000

Ideally = 1

Yes

R-squared

contribution ratio

(RSCR)

1.000

Ideally = 1

Yes

Statistical suppression

ratio (SSR)

1.000

Acceptable

≥ 0.7

Yes

Nonlinear bivariate

causality direction

ratio (NLBCDR)

1.000

Acceptable

≥ 0.7

Yes

Source: own processing

The results of the model structure test show that

the seven quality indices meet the required criteria

— the AVIF (1.308) and AFVIF (1.123) had a value

(ideally ≤ 3.3). There is no problem in

multicollinearity between indicators and between

exogenous variables. Furthermore, the resulting GoF

value is 0.297 ≥ 0.25, which means that the fit

model is in a suitable category. Also, the index

value of SPR (1.000), ideally = 1, RSCR (1.000)

ideally = 1, SSR (1.000) acceptable ≥ 0.7, and

NLBCDR (1.000) acceptable ≥ 0.7, which means

that the model does not have a problem of causality.

The structural testing model shows that seven

index measures have been fulfilled. Therefore the

model fits the data to move on to the next testing

stage.

4.4 Hypotheses Measurement

Table 6 & Figure 2 shows the results of hypothesis

testing. Results the structural equation model describes

the relationship between each variable that influences

each other.

Table 6. Summary

Hypotheses

Coefficient

P-

value

Supported

H1: Job crafting 

creativity

0.174

P <

0.001

Yes

H2: Job crafting 

Sense of calling

0.387

P <

0.001

Yes

H3: Sense of

calling  creativity

0.203

P <

0.001

Yes

H4:Job_Crafting

Sense of Calling

creativity

0.252

P <

0.001

Yes

Hypothesis testing and result interpretation

Note: N of participants = 359, p < 0.001

Source: own processing

Fig. 2: Relationship between job crafting and

creativity: The sense of calling as mediation

The job crafting variable has a significant effect on

the creativity variable with a path coefficient of β =

0.174 and p < 0.001. Next, the job crafting variable

has a significant effect on the sense of calling

variable with a value of β = 0.387 and p < 0.001.

Meanwhile, the sense of calling variable has a

significant effect on the creativity variable with β =

0.203 and p <0.001. Finally, Sense of calling is able

to mediate the relationship between job crafting and

employee creativity with a value of β = 0.253 and p

= 0.001

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5 Discussion

In this study, we take a motivational perspective to

understand how job crafting relates to employee

creativity.

Our first finding shows that the job crafting

variable has a positive and significant impact on

employee creativity. These results strengthen the

findings of research conducted by Tian et.al. (44)

shows that employees who engage in job crafting

behavior have more creative performance, as well

as the research findings obtained by Sun et.al (45)

which states that increasing challenges is positively

related to employee creativity.

The second finding shows a positive and

significant relationship between job crafting and

sense of calling. These result supports the research

findings of Riasnugrahani et al (46) which showed a

positive and significant relationship between

cognitive crafting and relational crafting on the

sense of calling.

The results of the third hypothesis test show that

there is a positive and significant relationship

between sense of calling and employee creativity.

From a personal point of view strong support to

encourage you to be positive work self-efficacy

(47). Organizational perspective that must recognize

professional autonomy. This will be an advantage

for the successful implementation of the job craft

strategy (48), especially those involved in workplace

redesign. A greater sense of self-efficacy and

professional autonomy can be seen as additional

resources to help employees truly carry out their

calling. And if they can enjoy more autonomy at

work his commitment to his career is strengthened

and he is also strengthened make their work more

proactive

The last hypothesis states that sense of calling

can mediate the relationship between job crafting

and employee creativity. The results of this study

found that a sense of calling could mediate the

relationship between job crafting and employee

creativity.

6 Conclusion

This study aims to explore information about the

direct relationship between job crafting and

employee creativity and indirectly through sense of

calling. Employee creativity is known to be one of

the most powerful weapons to maintain the

sustainability of the organization in the long term. It

is therefore important to understand how to increase

employee creativity in an organization.

The results indicated an important role of job

crafting to encourage increased creativity of

employees in the organization. On the other hand,

the results of the study show that a sense of calling

can be a bridge in an effort to increase employee

creativity.

The contribution of this paper is to provide a

useful conception of the role of job crafting in

enhancing employee creativity through a sense of

calling. This study is especially important for SMEs

in developing countries like Indonesia, which face

some difficulties in encouraging employee

creativity. Therefore, this study provides guidelines

for organizations to provide space for employees to

modify their work so that they can motivate

themselves to be creative at work.

7 Limitations and Future Research

Directions

Like other research in this area, our study has some

limitations. First, we measure creativity based on

respondents' self-reports. Self-report has been

accepted and used in many previous studies and is a

valid measure of one's creative performance (49).

Future research may wish to add supervisor and peer

ratings of these variables to avoid dependence on

single-source data.

Second, we use a homogeneous sample, because

the respondents are tour guides in the tourism

industry in Indonesia. Therefore, we cannot

generalize our findings to other samples from other

countries.

Third, similar to many other studies on

creativity, we used cross-sectional data. The data do

not support drawing conclusions about causality.

Therefore, a longitudinal study is needed to reveal

the effect of the relevant variables on the creative

process.

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Contribution of Individual Authors to the

Creation of a Scientific Article (Ghostwriting

Policy)Asep Gunawan – Initiated the idea,

constructed the research designed, collected the

data and organized manuscripts.

Wiwiek Rabiatul Adawiyah – Investigation, review,

editing and supervision.

Ratno Purnomo – methodology, review, and data

analysis

Sources of Funding for Research Presented

in a Scientific Article or Scientific Article

Itself

This work was supported by a doctoral grant in 2021

from the Directorate of Research and Community Service

(DRPM), Ministry of Research and Technology/National

Research and Innovation Agency, Indonesia

Creative Commons Attribution License 4.0

(Attribution 4.0 International, CC BY 4.0)

This article is published under the terms of the

Creative Commons Attribution License 4.0

https://creativecommons.org/licenses/by/4.0/deed.en

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Asep Gunawan,

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Ratno Purnomo

E-ISSN: 2224-3402

113

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