The Structural Relationship Between Job Autonomy, Job Crafting, Person-Job Fit and Organizational Commitment of Management Consultants in Consulting Companies

The purpose of this study was to investigate the structural relationship between job autonomy, job crafting, person-job fit, and organizational commitment of management consultants of consulting companies. The instrument consisted of measurement tools used in previous studies and modified to fit the job context of management consultants. The responses of 352 management consultants in consulting companies were utilized in the analysis. Reliability analysis, descriptive statistics analysis, correlation analysis, and multicollinearity analysis were conducted using SPSS 29.0 for Windows. Additionally, confirmatory factor analysis and structural equation modeling were performed using the lavaan package in R. The results of the study are as follows. First, a structural relationship model was derived for predicting the causal relationship between job autonomy, job crafting, person-job fit, and organizational commitment of management consultants in consulting companies. Second, the person-job fit of management consultants was shown to have a direct and positive effect on organizational commitment. Job autonomy and job crafting did not significantly affect organizational commitment. Third, the job autonomy of management consultants was found to have a statistically significant effect on organizational commitment through job crafting and person-job fit. Job autonomy has a significant positive effect on organizational commitment with person-job fit as a single mediation and a significant positive effect on organizational commitment with job crafting and person-job fit as dual mediation. Based on these results, suggestions for enhancing the level of organizational commitment of management consultants and implications for follow-up research were presented.