What drives perceived job crafting in the public sector? Evidence from a randomized COM-B-informed intervention study

Drawing on the capability, Opportunity, and Motivation–Behavior (cOM-B)framework, this study examines the impact of an intervention designed tohelp public employees develop the capability, motivation, and opportunityto reshape their work through job crafting strategies within highlyrule-bound organizational contexts. Using a randomized longitudinal studyfrom italy, the findings show that a cOM-B-informed job crafting interven-tion significantly enhanced social job resources and reduced hindering jobdemands. although improvements in structural job resources and challeng-ing job demands are more limited, the intervention promoted adaptiveforms of job redesign that fit the constraints and dynamics of bureaucraticenvironments. additionally, Public service Motivation (PsM) helps sustainself-reported job crafting behaviors, and empowering leadership createsconditions that enable them. Overall, the study highlights the need for tai-lored job crafting interventions aligned with the structural and motivationaldynamics of the public sector, fostering a more engaged and adaptableworkforce. Moreover, the findings offer practical insights for public organiza-tions seeking to enhance employee effectiveness and job satisfactionthrough structured job crafting initiatives.