Job crafting benefits both employees and organizations by enhancing employees’ health, well-being, and performance. Therefore, it is crucial to investigate the individual factors that encourage job crafting and the conditions under which they operate. Based on Trait Activation Theory, this study examined the relationship between employees’ growth mindset and job crafting, as well as the moderating effect of job autonomy on this relationship. In Study 1, we conducted a situational experiment with 180 participants, manipulating growth vs. fixed mindset and high vs. low job autonomy. In Study 2, we surveyed 236 participants over three waves, collecting demographic data and growth mindset at T1, job autonomy at T2 (one month later), and job crafting at T3 (two months later). Results from Study 1 indicated that growth mindset significantly impacted job crafting, moderated by job autonomy. Study 2 confirmed this positive effect of growth mindset on job crafting and revealed a significant positive interaction between growth mindset and job autonomy. These findings suggest that employees with a growth mindset engage more in job crafting, with this relationship strengthened under conditions of high job autonomy. This study highlights job autonomy as a situational cue that activates employees’ growth mindset, enhancing proactive job crafting behaviors. This research advances the literature on positive work behaviors by establishing growth mindset as a direct antecedent and illustrating the moderating role of job autonomy, thereby enriching the understanding of conditions that foster a positive workplace environment.

Background/Objectives: Understanding threats to nurses’ work engagement is important for workforce stability, care quality, and nurses’ well-being. We examined whether organizational dehumanization and patient/family incivility were indirectly associated with lower work engagement through psychological distress and whether perceived partner responsiveness moderated the distress–engagement association. Methods: Three-wave survey data were collected from 325 married nurses at one-week intervals. Workplace stressors were measured at Time 1, psychological distress and perceived partner responsiveness at Time 2, and work engagement at Time 3. Covariate-adjusted moderated mediation analyses were conducted using 5000 bootstrap samples. Results: Organizational dehumanization (β = 0.438, p < 0.001) and patient/family incivility (β = 0.271, p < 0.001) were independently associated with greater psychological distress, which was associated with lower work engagement (β = −0.246, p < 0.001). The psychological distress × perceived partner responsiveness interaction was significant (β = 0.305, p < 0.001), explaining an additional 6.3% of the variance in work engagement. The negative distress–engagement association was significant at low and mean levels of perceived partner responsiveness but not at a high level. Both workplace stressors showed significant indirect associations with work engagement at low and mean, but not high, levels of perceived partner responsiveness; the corresponding high–low contrasts were significant. Conclusions: The findings are consistent with a pattern in which workplace stressors from different sources are associated with lower work engagement through psychological distress, while higher perceived partner responsiveness is associated with a weaker distress–engagement relationship. Reducing avoidable workplace stressors and supporting recovery outside work may help sustain nurses’ engagement; causal and intervention effects remain to be tested.