Job crafting and sustainable work performance: A systematic literature review

Research background: Job crafting based on individual initiative represents a new form of work design, supporting stability in increasing work performance. In many cases


Introduction
The deterioration of labor market conditions has become a matter of serious concern in recent years.Changes in the structure of the labor marketnon-standard employment contracts, insufficient protection, flexible employment, greater uncertainty are a serious threat to the psychological and physical well-being of employees and the resulting level of their work commitment and performance (Jain et al., 2022;Knight et al., 2017;Kullmann, 2022;Rosin, 2022).
Organizations are also beginning to deploy artificial intelligence (AI) agents to help manage information, coordinate team processes, and perform simple tasks to improve and optimize the efficiency of services and work processes.For this reason, the awareness of workers regarding artificial intelligence not only improves the usage of innovative tools in organizations (Krajcik et al., 2023), but also their performance (Rigelsky et al., 2022) and competitiveness (Kliuchnikava, 2022).Paradoxically, even such an effort to improve work performance often does not lead to the intended result and may even lower employee satisfaction, deteriorate their wellbeing, and, as a result, decrease work performance (Dennis et al., 2023;Fugener et al., 2022;Peeters, 2020;Suseno et al., 2022), although some researchers declare the opposing views regarding this fact (Cizrelioğulları & Babayiğit, 2022;Zamir & Kim, 2022).
In addition, company managers expect employees to shape and manage their work themselves in order to continuously increase their performance (Çera et al., 2019;Demerouti et al., 2020;Rózsa et al., 2022).The given assumption, however, requires an excessive level of employee involvement (Szostek et al., 2020(Szostek et al., , 2022a(Szostek et al., , 2022b)), while one of the ways to achieve it is offered by job crafting, i.e. the adjustment or adaptation of work procedures by the employees themselves with the aim of increasing its perceived importance and ability to identify with work and, consequently, increased work performance (Irfan et al., 2023;Mondo et al., 2023;Shin et al., 2020).Newer approaches also add that the basis of job crafting is the use of the employee's strengths and interests to adjust the work (Kooij et al., 2017) that job crafting is a process of constantly adapting work to changing personal preferences, motives and abilities, which leads to positive as a result of employees (Kooij et al., 2020).This is an active reaction of the employee to the design of work, which allows them to change their tasks and push the cognitive boundaries of work (Bruning & Campion, 2022).At the same time, employees are allowed to create their own work based on job requirements and resources, in order to achieve goals (Ifran et al., 2022).
The authors of numerous scientific articles agree that job crafting is based on the proactive behavior and initiative of the employee (Zhang & Parker, 2022;Yang et al., 2022;Kooij et al., 2017;Kooij et al., 2020;Geldenhuys et al., 2021;).Behaviors such as job creation that lead employees to change the scope and boundaries of their work (Wrzesniewski & Dutton, 2001) have become the subject of numerous scientific studies.Moreover, contemporary insights emphasize that individualized approaches, which tap into the combined resources of employees in both their professional and personal lives, to job design are needed more than standardized ones in the evolving work landscape.Therefore, job crafting emerges as a substantial driver of sustainable work performance, ultimately bolstering long-term employability prospects (Lu et al., 2023;Mondo et al., 2023;Rahi, 2023;Sypniewska et al., 2023).
Empirical findings from recent years indicate a positive impact of job crafting on sustainable work performance, but a systematic and comprehensive view of the nature of job creation and especially its relationship to sustainable work performance is still missing.Despite the rich literature, there is no systematic review of studies that groups together the main research streams on job creation.
The aim of the study is, therefore, to identify current research directions in the field of job crafting, specifically in relation to increasing work performance.In addition to identifying the main research topics, we set two partial goals: Identify relevant and most used keywords, and identify the most cited author on the topic of job crafting and work performance.For the purpose of gathering the necessary literature, we used the Web of Science (WoS) database and focused exclusively on journals that are indexed in the SSCI scale in the management category as Q1 and Q2.In this case, we did not consider books and conference proceedings.PRISMA method was used to prepare a systematic review and a transparent, complete, and accurate description of the process (Page et al., 2021).The uniqueness of the contribution lies primarily in the absence of a similar study and, at the same time, in the approach to processing the results.
In the first part of the study, we present a brief overview of the literature focused on the issue of job crafting and work performance.In the methodological part, we will clarify the data collection procedures and the method of their subsequent evaluation.In the results section, we will list the most relevant research topics for the period 2020 to 2023, which we identified when creating a systematic review of the literature.In the discussion section, we will present the impact of our research on practice, and in the end, we will briefly evaluate our research and present its strengths and weaknesses, as well as suggestions for future research.

The concept of job crafting and theoretical background
The first mentions of job crafting come from 2001, when this phenomenon was defined by Wrzesniewski and Dutton (Kooij et al., 2022), who claimed that it is a supplement to work design and the way people redesign their work tasks and procedures (Wrzesniewski & Dutton, 2001).Newer approaches see job crafting as a phenomenon that refers to changes that employees make in the task, cognitive and relational components of their work (Geldenhuys et al., 2021).Proactive work behavior becomes the basis, when the employee takes the initiative to change the characteristics of work (Kooij et al., 2017;Zhang & Parker, 2022;Yang et al., 2022;Kim & Beehr, 2022).Job crafting is an idiosyncratic way of customizing work, people create workplaces differently and depending on their regulatory focus (Lichtenthaler & Fischbach, 2019), personality, self-evaluation, efficiency and competences (Bruning & Campion, 2022).According to Kooij et al. (2017), job crafting is based on the employee's strengths and interests.It follows that the employee will adapt his work based on his strengths and also with the significant influence of his interests.The rule in job crafting is for the employee to proceed in accordance with the work rules in order to achieve work goals (Ifran et al., 2022).According to Kooij et al. (2020), there are three ways of job crafting: adaptation, utilization and developmental job creation.Based on scientific theory, it can be assumed that in order for an employee to direct his behavior towards active job crafting, he needs to have a certain relationship to the work being performed.The work must be in line with his interests or it will become a hobby, it is a generally known fact that if employees do work that fulfills them, then they do the work well.A necessary factor in making the work they do a hobby is to use their strengths.
In connection with job crafting and the theories of strengths and interests, two strategies are emerging that solve the overqualification of employees.A study by Zhang et al. (2021), established theories that discuss that overqualified employees can actively regulate discrepancies between their actual and ideal jobs through two theories: job crafting in favor of strengths (JC) and job crafting in favor of interests (JC -interests) (Sesen & Ertan, 2020).According to Shin et al. (2020) the basic element of the issue is work engagement, which acts as a mediator mediating the relationship between job crafting and work performance.Work engagement is a fundamental step towards proactive behavior that determines employee performance.Work engagement and work autonomy lead to an increase in job crafting.Crafting mediates the interactive effect of work commitment and autonomy on work performance (Jindal et al., 2021).We can perceive job crafting as a tool to increase employee engagement.The possibility of adapting work to the needs of employees can lead to an increase in employee engagement.Engaged employees can generally perform a wide range of work tasks.According to Demerouti et al. (2020), employment engagement leads to job crafting that crosses domains.He claims that as long as the employee's behavior is directed towards the creation of work, this initiative is also transferred to the home environment, where they also develop increased activity in the fulfillment of tasks that occur in the home.Based on research, they found that this behavior occurs in most proactive employees.
The benefit of the job crafting theory is its influence on the work behavior of employees of different age categories (Kooij et al., 2020).The effects of job creation on on-and off-task performance are partially moderated by cultural practices of group collectivism, future orientation, performance orientation, and uncertainty avoidance (Boehnlein & Baum, 2022).Culture and support influence behavior leading to job crafting (Jiang et al., 2021).Managers have the main role in spreading the culture and supporting it.Khan et al. (2021) investigated the role servant leadership plays in supporting behavior that leads to job crafting.The analysis of the results has clearly showed that servant leadership mediates the relationship between job crafting and employee innovative behavior (Khan et al., 2022).In the framework of leadership, the emphasis is placed on collective work.According to Tuan (2020), the influence of leadership activates teams to collective job crafting, which leads to increased performance.Correct management and adequate dissemination of corporate culture creates a suitable working environment, which also activates workers to increase work performance.Employees create proactive behavior in an environment where they feel accepted.A great role is played by the work team, in which the manager should also act as a leader who strives to create positive working relationships (Khan et al., 2022).
The authors based their research on the following theories.Yang et al. (2022) in his scientific work, in which he tried to clarify the impact of job crafting and psychological resilience on emotional work, based on the theory of conservation of resources (COR), which was also supported by Kim and Beehr (2022) in their research, which focused on the harmony between the worker's motivation and the meaningfulness of his work.Following the meaningfulness of the work, Li et al. (2022) focused on the aging workforce trend.Based on the theory of social-emotional selectivity, they discovered the fact that older employees excel in their commitment to work and, based on experience, effectively create jobs.One of the factors of job crafting is the meaningfulness of work.Experienced meaningfulness plays a mediating role in the connection between task performance behavior, cognitive and relational creation of work, and mutual evaluation of work performance.Creating interests and meaningfulness is an essential element for supporting older workers (Geldenhuys et al., 2021).Kooij et al. (2020) supports the theory of job crafting from the perspective of older employees in order to increase their work commitment.In this direction, the theory of job demands and resources (JD-R) has proven itself, which is directly related to managerial support, which stimulates job crafting and sustainable employability for the benefit of all age categories (Ifran et al., 2022).

The impact of technological change on sustainable work performance
In recent decades, organizations have witnessed rapid technological advances that significantly disrupt traditional work design practices and place new demands on employers and employees (Thomas et al., 2023).Therefore, the sustainability of work performance in the face of technological changes is a constant challenge that requires the cooperation of all interested parties, including scientists.
A growing body of evidence suggests that new technologies significantly influence workplace interactions (Makridis & Han, 2021).Furthermore, paradoxically, even if the reason for their introduction is the effort to improve and maintain high work performance in the long term, they often lead to its reduction (Dennis et al., 2023;Fugener et al., 2022;Peeters, 2020;Suseno et al., 2022) A big challenge is also their different impact on individual groups of employees and different work contexts (Reimann & Tisch, 2021).
New technologies often lead to reduced sustainability of work performance for the following reasons: increased risk of job loss or deepening of inequalities; significant changes in job roles and responsibilities; the need to acquire new skills; and, last but not least, changes in management procedures.
Jobs are becoming less stable as workers are hired on a short-term basis, so that organizations can cope with possible crises (Fornino & Manera, 2022), and existing inequalities in the labor market are deepening (Bonacini et al., 2021;Pensiero, 2022).It also turns out that the application of innovative technologies leads to a higher probability of termination of employment, especially among older employees (50+) and employees with longterm organizational tenure (approximately 12+ years) (ten Berge et al., 2020).At the same time, occupations with a higher risk of automation are also at risk (Egana-delSol et al., 2022).A paradox occurs in the case of nonacademic and academically trained workers when, in some occupations, the probability of replacing academically trained workers with non-academic ones increases (Xue et al., 2022).Moreover, new technologies often also require new skills.However, small firms need help acquiring and retaining qualified workers, which limits their ability to handle technological changes (Castro-Silva & Lima, 2023).
In companies operating within Industry 4.0, the scope for employee autonomy is reduced, and the scope of managerial control is increased (Cirillo et al., 2021).The ability of new technologies to measure and limit employee behavior in new ways leads to resistance, decreasing employee engagement, and, consequently, problems with the long-term sustainability of their work performance (Shulzhenko & Holmgren, 2020).This is also related to the reluctance to receive additional education, even though it has been proven that absent skills can be compensated for by training on new technologies (Haepp, 2022).
Last, but not least, the ability of management to share a common vision of the organization's future is, due to the constant need to adapt to technological innovations, a major managerial challenge (Lau & Hoyng, 2023).
To address the challenges mentioned above, organizations can focus on effective communication, providing opportunities for upskilling and retraining, supporting a culture of adaptability, and involving employees in adjusting and redesigning work.In order to achieve long-term sustainable performance, it is essential to understand these challenges and actively manage the introduction of technological changes into the work process (Hotte, 2021).

Research methods
The purpose of a systematic review of the literature is to provide a clear and comprehensive construct of the current state of the investigated issue.The goal is, therefore, to identify the main topics of research in the field of job creation and their importance for the performance of enterprises in the years 2020-2023.In addition to the main goal, we set two research questions.
RQ1: Is there a universal keyword that authors mention in their studies that could help in finding relevant sources for subsequent research?RQ2: Is it possible to identify the author who published the most studies dealing with the issue for the period 2020 to 2023?
In our study, we worked with a sample of published studies (n=35).The sample includes studies that directly touch on the issue of "job crafting and work performance."Our focus was on articles that were published in the years 2020 to 2023 in journals ranked in the Q1 and Q2 categories in the Web of Science SSCI index.Based on the placement of journals on the leading rungs of the SSCI scale, we can define their quality and relevance in the field of scientific contribution.
Data collection was mediated using the international scientific database Web of Science, which provides a wide range of high-quality peerreviewed journals.In this case, we did not consider books and conference proceedings.Figure 1 shows the number of published studies in journals categorized as Q1 and Q2 over the years from 2020 to 2023.For the purpose of selection and acquisition of relevant studies, we used the PRISMA method as a reporting guideline designed to address poor reporting of systematic literature reviews.It includes checklists with seven sections and 27 items regulating the systematic review areas such as eligibility criteria, information sources, search strategy, selection process, data collection process, explanation and elaboration, and flow diagram (Page et al., 2021).In addition, it provides an easy way to identify high-quality scientific publications, which contributes to better-quality sources used in systematic literature reviews (Camilleri & Troise, 2023;Moher et al., 2015).
The main advantages of the PRISMA method include adherence to the rules, which leads to the presentation of all the necessary information to assess the trustworthiness and transparency of the study (Leclercq et al., 2019;Naderi et al., 2022;Pasayat et al., 2023;Tricco et al., 2018); reduce bias (Thomas et al., 2023); widespread acceptance across different research fields and constant improvement (Page et al., 2021).
Despite its general quality, its critiques mention several disadvantages that may impact its result.When using the method, one of the essential steps may be overlooked or skipped, ultimately affecting the result (de Gelder et al., 2023).Furthermore, the PRISMA method is unsuitable for all systematic literature reviews, such as intervention studies (Haddaway et al., 2018;Liberati et al., 2009;Thomas et al., 2023).
The selection and selection process shown in Figure 2, which shows the PRISMA method of the selection process.
First, we determined the key words to be used in the search, namely "work performance and work creation".After the search, we obtained studies (n=541) that were to be filtered based on the required criteria.We set ourselves the goal of finding research published in 2023, 2022, 2021 and 2020.After adjusting the filter, we obtained studies (n=301) that best describe the current state of the art in this field.We focused on articles (n=285) that are published in journals in the 1st to 4th quarter.Since we focused on the issue from the point of view of management, we excluded all other categories (n=115).In the extended filter, we selected the category of journals that are evaluated in the SSCI scale (n=87).In the extended filter, we organized the searched studies on the basis of journals, from which we tried to select those evaluated in the Q1 and Q2 categories.For this purpose, we used the Journal Citation Report product.We have identified the 15 best rated journals.We subjected the final number of studies (n=48) to a search in order to assess the current state of the investigated issue.Based on a critical analysis of the abstracts of individual articles, we excluded 13 articles (n=35) that were not precisely focused on the necessary issue.
We described the conditions for the selection of suitable sources in the introduction of the methodology (Figure 2: *), they must be from the management category, the document type is an article, the Web of Science index (SSCI), the language is English, open access and (Figure 2: **) must meet the quartile rating Q1 and Q2, which we analyzed using the tool JCR.
Articles excluded after a qualitative analysis of the abstracts due to the research topic included in the articles, which did not meet the requirements set in the methodologies (Figure 2: ***).Although the articles contained the required keywords such as work performance and job crafting, in this context the majority of articles were understood within the framework of the position of companies, their work performance and work abroad and in the home country.
Based on the PRISMA method, we obtained 35 relevant articles that will help us to identify the main topics of research, which are formulated in the following section.A list of studies with detailed characteristics is provided in the Table 1.
In addition to the main goal, we set research questions.Based on the bibliometric analysis, we try to identify the keywords that the authors mention in their studies.Keywords can be used to collect the necessary literature for subsequent research in the given area.We provide bibliometric analysis in the VOSviewer program, which is specially focused on identifying bibliometric metrics.
Figure 3 provides a bibliometric analysis of the keywords used by the authors in their studies.The cell size represents the number of occurrences of a given term in the analyzed studies.Links represent the reach of a given term in various publications.The keyword "job crafting" has the largest number of records among the others.Specifically, it occurs in 35 cases.
In addition to keywords, the bibliometric analysis provides the authors who participated in the creation of the given studies.Based on the size of individual cells, we are able to identify the author who has the greatest merit in the creation of scientific articles in the field of "job crafting and work performance." Figure 4 shows us the authors who most often appear in scientific articles on a given topic from 2020 to 2023.We performed this analysis because we can find studies, quality studies.We assume that authors who have a larger number of articles on a given topic provide more relevant outputs of their scientific works.
Demerouti, E. the author of numerous studies stood out in the bibliometric analysis as an author, with the highest occurrence in publications dealing with the issue of work performance and job crafting in the years from 2020 to 2023.She published 168 publications that were published in the Web of Science database.It has achieved 27,510 citations, contributing to its H-index value of 68.
One of the limitations of bibliometric analysis is that its results are purely quantitative in nature.It sticks to the numbers and does not consider the quality of the individual variables that we put into it.Therefore, it is a very important step already in the initial phase of the research to establish the rules and requirements based on which we assume quality resources for our research.We tried to solve this problem already in PRISMA itself, when we used the SSCI index as the basis of quality measurement.We focused on journals that are indexed in the first two scales of the SSCI index.We have defined the period from 2020 to March 2023 in order to have the latest results and findings available.We identified the main keywords, and also the author who has the largest share of published studies for the given period.

Results and discussion
The latest research, published between 2020 and 2023, overwhelmingly points to the positive effects of job crafting on work performance.An important factor in job crafting is the employee, who is expected to take initiative and work engagement.Shin et al. (2020) in his scientific article deals with the topic of work engagement, which mediates the relationship between job crafting and work performance.He argues that a higher emotional level ensures a positive relationship between job crafting and job performance.The topic of work engagement was dealt with in their research by Jindal et al. (2021), who argued that high work engagement and work autonomy lead to gradations of job crafting in employees.According to Federici et al. (2021) job crafting plays a role in the positive relationship between career adaptability and work engagement.In other words, job crafting allows the courier's adaptability to manifest itself in increased work engagement.Work-engaged employees demonstrate a higher level of innovativeness, creative behavior and autonomy in job crafting (Sharma & Nambudiri, 2020).
Job crafting mediates the effect of job commitment and autonomy on job performance.Work engagement is a widespread topic and an essential determinant of job crafting.It becomes the subject of research depending on various factors, such as the meaningfulness of work.Guo and Hou (2022) focused on the research topic of the influence of engagement on the meaningfulness of work.The agreement of the employee with the meaningfulness of the work leads to higher work commitment and consequently to an increase in work performance.The research topic of the meaningfulness of work in connection with job crafting was also addressed by Geldenhuys et al. (2021), who concluded that job crafting is an important means of improving individual and organizational results.Specifically, cognitive crafting is the basis for achieving the meaningfulness of work.
Work engagement, in addition to the meaningfulness of work, leads to employee autonomy.The interactive effects of work engagement and autonomy in increasing job crafting have a positive effect on increasing work performance (Jindal et al., 2021).Autonomy played a role in the research of Demerouti et al. (2020), who claimed that the work autonomy which employees developed at work was also transferred to the non-work environment when performing homework.What I mean is that employees who are engaged and autonomous during working hours do not stop with the given behavior after finishing work.
In addition to the aspects that determine job crafting to increase work performance, the authors dealt with the general benefits of job crafting for employees.Authors of scientific articles focus on the problem of an aging workforce.Kooij et al. (2020) argue that older employees can be supported to practice effective work behaviors such as job crafting on a daily basis to ensure they are motivated and productive members of the workforce.Changes in the perception of procedures in the area of human resources supporting opportunities are positively related to changes in psychological empowerment and, consequently, to the focus in the use and development behavior in the creation of the work of older employees (Kooij et al., 2022).
The authors of scientific articles dealt with the topic of leadership and job crafting in numerous cases.The basic task of leadership is to develop competences in the field of job creation, which represent a grouping of individual knowledge, skills and abilities that are necessary to achieve personal goals through effective problem solving in the field of job crafting (Bruning & Campion, 2022).Luu (2021) found a stronger positive relationship between the leader's humble behavior and the job crafting of employees with a low level of motivation.In other words, if employees do not show sufficient motivation to perform their work, the humility of the leader can be an important factor to support job crafting.Job crafting conditional on the support of a senior worker leads to an overall increase in work performance (Boehnlein & Baum, 2022).Direct management support encourages job creation and sustainable employability because only bottom-up job redesign allows employees to remain active (Baik et al., 2018) and co-create working conditions that best suit their individual needs and long-term sustainable work performance.Moreover, without proper managerial support, such changes are mostly unfeasible for employees (Irfan et al., 2022).Furthermore, the JD-R theory confirms that managerial support as a source of jobs initiated a motivational process through job creation, which led to sustainable employability as an outcome of the motivational process.With an increased level of uncertainty, employees are more involved in job crafting in order to increase their employability (Irfan et al., 2020).Servant leadership is directly related to psychological empowerment, job crafting and innovative employee behavior.Job crafting functions as a mediator between servant leadership and innovative work behavior (Khan et al., 2022).
Based on a systematic review of the literature, we identified four important research topics that the authors of the scientific articles addressed.The most widespread topic was work engagement and its influence on job crafting.In the second topic, the authors addressed the issue of how job crafting supports the meaningfulness of work.The third research topic that the authors addressed was job crafting as a factor of employee autonomy.The fourth theme identified was the influence of leadership and management support on job crafting behavior.The mentioned research topics were mentioned the most between 2020 and 2023.
In addition to the main objective, we set two research questions.RQ1: Is there a universal keyword that authors mention in their studies that could help in finding relevant sources for subsequent research?For the purpose of keyword identification, we used bibliometric analysis mediated by the VOSviewer software.The results of the analysis showed the keyword "job crafting," which was used in 36 cases out of a total of 38 scientific articles.Specifically, the keyword occurred in 94.7% of monitored cases.The second most used keyword was "performance," which appeared in 26 scientific articles out of a total of 35.Specifically, the keyword appeared in 68.4% of the observed cases.The remaining keywords appeared in less than 20 cases out of a total of 35 scientific articles.These findings can contribute to future research for searching and collecting the necessary professional texts.
Apart from the first research question, we also tried to clarify the second research question.RQ2: Is it possible to identify the author who published the most studies dealing with the issue for the period 2020 to 2023?Based on the bibliometric analysis, we identified the author who published the most scientific articles on the given topic and was also the most cited in articles dealing with the topic of job crafting.Demerouti E., is a scientist working at prestigious universities.It has more than 160 publications in the Web of Science database.It has been cited more than 27,000 times and its H-Index is 68.
The literature related to the topic "job crafting and work performance" mainly deals with the impact of customizing or creating work on work performance.In connection with this, many authors focused on the factors that determine the behavior of employees and lead them to the process of job crafting (Kooij et al., 2022;Khan et al., 2022).The well-known promotion of engagement in relation to the promotion of job crafting is a widespread theme among authors who published their studies between 2020 and 2023.For example, Jindal et al. (2021) in their scientific paper investigated the interactive effects of work engagement and work autonomy in increasing work performance.The research was conducted on a sample of 320 whitecollar workers in an Indian company.Their results pointed to the fact that work engagement and work autonomy lead to an increase in the process of job crafting, which mediates the interactive effect of work commitment and autonomy in relation to task performance.
We identified work autonomy and its impact on job crafting as one of the topics that the authors dealt with in connection with the issue.Demerouti et al. (2020) in his scientific article examines whether on days when individuals create jobs, it is more likely that they will also create activities outside of work.Based on the diary method, in which 139 employees from 6 European countries participated, they found that autonomy at home and workload at home strengthened the positive relationship between the search for resources at work and at home.Home autonomy has a positive effect on the relationship between seeking challenges at work and at home.
The next research topic was the meaningfulness of work in connection with job crafting.For example: Luu (2021), whose aim was to elucidate the mediating mechanism of job creation through which socially responsible human resource practices (SRHR) affect job meaningfulness and job strain among employees.The research was conducted on a sample of 825 employees and 128 managers.The results of the study confirmed the existence of a positive relationship between SRHR practices and the meaningfulness of employees' work, as well as a negative relationship between SRHR practices and employee work stress.These relationships were mediated by employee engagement in work creation, meaning that employees were motivated and had more control over their work, which reduced their job stress and increased job meaningfulness.
The last theme identified was the influence of leadership and management support on job crafting behavior.Ifran et al. (2022) investigates how management support affects job creation and employability sustainability and what impact job insecurity has on these relationships.483 employees took part in the research.They have found that with high levels of uncertainty, employees often show higher engagement in job creation and actively participate in the creation of new jobs in order to increase their employability and reduce the risk of unemployment.Managerial support can be a key factor that initiates this motivational process and leads to sustainable employability as a result of job creation.
Our paper can provide authors of scientific articles with a systematic and comprehensive list of available quality resources that can help them in their personal research related to job crafting and work performance.In addition, the results of our research can be useful for companies trying to improve the work performance of their employees.Customization of work is directly related to the work performance of employees and increases their job satisfaction.

Conclusions
Job crafting has recently become a generally successful method of increasing work performance.Numerous scientific articles published in the best journals testify to the truth of this statement.Until now, there was no systematic review of scientific knowledge that would group current scientific contributions on the given topic.The goal of the study is to identify current research directions in the field of job crafting, specifically in relation to increasing work performance.In order to obtain the most up-to-date findings, we focused on publications that were published from 2020 to 2023.With the help of the PRISMA method, we obtained the most relevant scientific articles with a total number of 35.By analyzing literary sources, we identified 4 important research topics that the authors of scientific articles dedicated.The most widespread topic was work engagement and its influence on job crafting.In the second topic, the authors addressed the issue of how job crafting supports the meaningfulness of work.The third research topic that the authors addressed was job crafting as a factor of employee autonomy.The fourth theme identified was the influence of leadership and management support on job crafting behavior.
At the same time, we tried to clarify the generally used keyword, which the authors of scientific articles most often mentioned in their research.Based on the method of bibliometric analysis, we identified the keyword "job crafting," which appeared in 36 analyzed scientific articles.We also tried to identify the car that during the given period was most devoted to the issue of job crafting.Demerouti E. had the most significant number of publications for the given period.In addition, her works were cited by the most authors.On the basis of her contributions within the issue, she is a relevant author with the most relevant scientific contributions.
The systematic literature review identified current research directions in job crafting and sustainable work performance.Firstly, the limitations of the conducted research consist primarily of the chosen database, index, quartile, and selection years (Web of Science/SSCI/Q1 and Q2/2020 -2023).Therefore, we cannot generalize our findings to other databases and years.However, we assume that knowledge published even in narrowly selected top journals reveals the current research directions in the given field to the required extent.Secondly, the reasons limiting the research results include the fact that the PRISMA method is relatively young with ongoing development.Therefore, the results of other studies will likely be less comparable over time.
In the future, it would be appropriate to answer the following research questions.What job resources (JD-R theory: physical, social, or organizational) help attain sustainable work performance, and how much management support is required to apply bottom-up job creation principles in different type of organizations?In this context, do new technologies help to increase perceived employees' autonomy?What is the potential of job crafting concerning the inclusion of senior employees?Help with removing the limits of this research by expanding the scope of a systematic literature review would also be welcome.

Table 1 .
List of studies with detailed characteristics