Empowering performance: unravelling the impact of job crafting in nonprofit settings in Palestine through work engagement

Purpose Employee-initiated behaviours, such as job crafting, are increasingly recognised as critical for sustaining engagement and performance in complex organisational settings. Drawing on the job demands–resources (JD-R) and conservation of resources (COR) theories, this study investigates the impact of job crafting on job performance, with work engagement examined as a mediating mechanism. Design/methodology/approach Data were collected in two waves from 270 employees employed by 30 Palestinian nonprofit organisations and analysed using structural equation modelling. Findings The findings revealed a significant positive association between job crafting with work engagement and job performance. Work engagement was found to partially mediate the job crafting-performance relationship. These findings underscore the importance of job crafting as a proactive behavioural strategy that enables employees to navigate intense psychological demands and preserve their functional capacity in mission-driven environments. Originality/value This study offers the first empirical investigation of job crafting as a mechanism for enhancing work engagement and job performance in the global nonprofit sector. It addresses critical gaps in HRM and positive psychology literature by introducing insights from a highly underrepresented sector and region. The study offers actionable insights for NPO administrators and practitioners seeking to foster an adaptive, engaged, and high-performing workforce.