177 JOB AUTONOMY, JOB CRAFTING AND EMPLOYEES’ WELL-BEING DURING WORKING FROM HOME Susanti Saragih 1* , Meily Margaretha 2 , Luthfia Aufanzylla Anantyanda 3 1,2,3 Faculty of Business, Maranatha Christian University, Indonesia Email: 1 susanti.saragih@eco.maranatha.edu, 2 meily.margaretha@eco.maranatha.edu, 3 aufanzyllaxluthfia@gmail.com *Corresponding author Abstract Nowadays, organizations have focused more on employees’ well -being because people have to work from home (WFH) or practice hybrid work and adapt to a new routine of work and life since COVID-19 struck the world. During working from home, employees expect more flexibility on how to handle their tasks —this is known as job autonomy. This study aimed to examine the relationship between job autonomy and well- being, and the mediating effects of job crafting on job autonomy and employees’ well -being during WFH in COVID-19 Pandemic. An online survey was conducted and there were 427 respondents involved. The model was analyzed using WarpPLS 7.0 and the results showed that no significant relationship was found between job autonomy and well-being. However, there was a relationship between job autonomy and job crafting, as well as between job crafting and well-being. Job crafting significantly mediated the relationship between job autonomy and well-being. This study showed that during WFH, employees have experienced an excessive degree of freedom in doing their tasks, and it had given them more pressure and decreased employees' subjective well-being. The findings may be valuable in all kinds of organizational settings when reviewing and proposing job design and well-being policies. Keywords: Job crafting, job autonomy, well-being, job design, COVID-19 pandemic. Introduction The nature of work has been changing at a faster pace than ever before. Technological advancements have entirely reshaped organizations, implemented various flexible work arrangement (FWA), modified the methods work, and reduced the boundaries bet- ween work and personal life (Franken et al ., 2021). These changes are significant because employees can add value by harnessing technologies to be creative, innovative, and adaptable. Nevertheless, employees need to be at a good level of physical, mental, and emotional conditions to accomplish all tasks and adapt to these vast changes. As a result, there are some indi- cations that nowadays employees pay more attention to their well-being as it affects their quality of life. This growing attention on well-being has gripped the world of work (Simone, 2014). Many organiza- tions have begun implementing well-being programs within the workplace. These have even become more prioritized since COVID-19 struck the world. This pandemic has created an even more uncertain environ- ment for both employers and employees. Workplace stress reaches an unprecedented level because people have to work from home and adapt to a new routine of work and life. Physical activities such as going to the public area, groceries, out to the gym have been disrupted. Employees experience financial and job insecurity because of layoffs, anger and sadness because of loneliness, and loss of a family member (Vyas & Butakhieo, 2021). Employees who need to work from the office are more likely to work in fear and stress of the risk of exposure to the virus, and the increased demand for certain tasks and services. A recent study found that the more time employees spent working remotely (versus working from the office) the higher their expectation of flexibility (International Labour Organization, 2020; Palumbo, 2020; Gajendran, Harrison, & Delaney- Klinger, 2014). For instance, employees may be able to change the measurement of productivity by focusing on outcomes rather than working hours, and on unspecific work hours, but total weekly hours remain unchanged, or by utilizing different methods to handle their job demand and responsibilities (International Labour Organization, 2020). Working from home (WFH) should enable employees to take appropriate steps to manage their job situation without direct supervision from their supervisor/manager. This tem- porary alternative work arrangement requires mutual trust between employees and managers (International Labour Organization, 2020), so employees freely make task-related decisions, scheduling work tasks, and select work methods, this known as job autonomy (Hackman & Oldham, 1976). Job autonomy and flexibility create an environ- ment where self-initiation, proactivity, and flexibility are promoted (Slemp, Kern, & Vella-Brodict, 2015). JMK, VOL. 23, NO. 2, SEPTEMBER 2021, 177–185 DOI: 10.9744/jmk.23.2.177–185 ISSN 1411-1438 print / ISSN 2338-8234 online