A study on the mediating effect of self-development desire in the relationship between organizational culture of peer support/delegation of authority and job crafting

The purpose of this study is to analyze the effects of peer support and delegation organizational culture on job crafting and to verify the mediating role of self-development desire. For this study, a pilot test was conducted on bank employees working in the banking industry, and the main survey was conducted from August 2023. The research sample was confirmed to be 426 people, excluding data with missing values and outliers. The collected questionnaire data was analyzed using IBM's SPSS (Ver. 24.0) and AMOS (Ver. 24.0) programs. The verified research results are as follows: First, peer support was found to have a significant positive effect on job crafting, second, delegation of authority had a statistically insignificant effect on job crafting, third, self-development desire was found to have a statistically significant partial mediating role in the relationship between peer support and job crafting, and fourth, self-development desire was found to have a statistically significant complete mediating role in the relationship between delegation of authority and job crafting. The academic implications of this study are as follows: First, it deepens the understanding of the multi-level interactions between organizations and individuals, namely, peer support and delegation of authority. Second, the partial mediation effect of peer support suggests that the direct utilization of collaborative resources and the dual path of motivation enhancement can coexist. Third, it presents the theoretical background for shifting the subject of job redesign from organizations to individuals. As for practical implications, first, in order to strengthen the organizational culture of peer support, organizations should formalize a team-based collaboration system. Second, the delegation strategy should provide growth opportunities that guarantee autonomy rather than simply granting decision-making authority. Third, in terms of improving HRD policies, job rotation systems or learning organization infrastructure should be strengthened to promote self-development desire.