Job crafting and turnover intention: an insight into perceived supervisor support

Purpose This study aims to examine how different job crafting behaviors relate to turnover intention by adopting a component-level perspective, rather than treating job crafting as a single, aggregated construct. Drawing on the job demands-resources model, the research further investigates the role of supervisor support in shaping these specific relationships to clarify previously mixed findings in the literature. Design/methodology/approach Data were collected via an anonymous online survey from employees in the Tunisian tertiary service sector (n = 163). Hypotheses were tested using hierarchical regression analyses with interaction terms. Findings The results indicate that job crafting behaviors are not interchangeable. Efforts to increase social resources are linked to lower turnover intentions. By contrast, development-oriented crafting and attempts to reduce hindering job demands do not show uniform direct effects. Rather, their relationships with turnover intentions depend on supervisor support. Development-oriented crafting relates to lower turnover intentions when supervisor support is high, but to higher turnover intentions when supervisor support is low. Similarly, reducing hindering job demands corresponds to higher turnover intentions under very low supervisor support, with this relationship weakening and becoming nonsignificant as support increases. Practical implications Job crafting initiatives should be tailored to specific crafting behaviors and paired with efforts to strengthen supervisor support. Originality/value By adopting a component-level perspective, this study clarifies when specific job crafting behaviors relate to turnover intention and identifies perceived supervisor support as a key boundary condition, thereby helping to explain the inconsistent findings in prior research.