Globalization demands a skilled and motivated workforce, prompting research into employee well-being and growth, particularly 'thriving at work' – a combination of vitality and learning (Jiang et al., 2020; Spreitzer et al., 2005). Thriving is crucial for sustainable performance (Hussain et al., 2022). This study investigates job characteristics (task and skill variety) as contextual factors promoting thriving and subsequently, employee creativity. The job characteristics model highlights the role of job-related factors in enriching work experience and improving performance (Oldham and Hackman, 1980). Task variety involves diverse activities and skills (Oldham and Hackman, 1980), while skill variety encompasses versatility and skill acquisition (Morgeson and Humphrey, 2006). These characteristics intrinsically motivate employees, fostering meaningfulness. Self-determination theory (SDT) (Ryan and Deci, 2020) underpins the study, suggesting that basic psychological need satisfaction boosts motivation, leading to vitality and learning, and ultimately, creative performance. Creativity is defined as developing novel ideas for products, services, or procedures (Ahmad et al., 2022). Managerial coaching is examined as a boundary condition, facilitating skill and ability mastery (Ellinger and Bostrom, 1999), impacting job outcomes. This study contributes by exploring the SDT-based effects of task and skill variety on thriving, the thriving-creativity link, the mediating role of thriving, the moderating role of managerial coaching, and testing the thriving-based mediation mechanism in the Chinese hospitality industry, addressing calls for research on thriving drivers and outcomes (Jiang et al., 2020; Kleine et al., 2019; Shahid et al., 2020).

The literature review examines the relationships between task variety and thriving, skill variety and thriving, thriving and creativity, the mediating role of thriving, and the moderating role of managerial coaching. The review draws upon self-determination theory (SDT) and the job characteristics model to support the hypotheses. Task variety, by offering diverse activities, is hypothesized to enhance thriving through need satisfaction (autonomy, competence, relatedness) and the resulting vitality and learning (Spreitzer et al., 2005; Ryan and Deci, 2020). Similarly, skill variety, demanding diverse skills, is proposed to positively influence thriving by fostering competence and engagement (Saks, 2019; Wan et al., 2018). Thriving, encompassing vitality and learning, is linked to creativity due to its fostering of self-development, positive work solutions, happiness, and skill acquisition (Amabile, 1998; Lee, 2018; Basinska and Rozkwitalska, 2020; Ravina-Ripoll et al., 2022). The study posits that thriving mediates the relationships between task/skill variety and creativity, suggesting that job characteristics influence creativity indirectly via thriving. Finally, managerial coaching is introduced as a moderator, enhancing the positive effects of job characteristics on thriving by providing support and feedback (Ellinger and Ellinger, 2021; Carvalho et al., 2021; Raza et al., 2018).

A time-lagged dyadic data collection approach was used with 313 pairs of frontline hotel employees and their supervisors in China. A simple random sampling technique was employed in high to medium-ranked hotels. Data was collected in two waves, one month apart, to minimize common method bias (CMB) (Podsakoff et al., 2003). In the first wave (February 2022), employees completed questionnaires on task variety (4-item scale adapted from Morgeson and Humphrey, 2006), skill variety (4-item scale adapted from Morgeson and Humphrey, 2006), thriving at work (10-item scale from Porath et al., 2012), and managerial coaching (8-item scale adapted from Wang, 2013). In the second wave (March 2022), supervisors rated their subordinates' creativity (4-item scale adapted from Farmer et al., 2003). Control variables included gender, age, education, and tenure. Data analysis involved descriptive statistics, confirmatory factor analysis (CFA) using AMOS to assess construct validity and reliability, and structural equation modeling (SEM) to test hypotheses. Indirect effects (mediation) were examined using the bias-corrected bootstrap method (Hayes, 2013). Moderation was analyzed using PROCESS macro model 1 (Hayes, 2013).

The study found positive relationships between task variety and thriving (β = 0.244, p < 0.01), skill variety and thriving (β = 0.431, p < 0.01), and thriving and creativity (β = 0.531, p < 0.001). Skill variety showed a stronger effect on thriving than task variety. Thriving significantly mediated the relationships between task variety and creativity (β = 0.130, p < 0.01), and skill variety and creativity (β = 0.229, p < 0.001). Managerial coaching moderated the relationship between task variety and thriving (β = 0.190, p < 0.001), and skill variety and thriving (β = 0.120, p < 0.01). The interaction effects were significant at high levels of managerial coaching for both task and skill variety, indicating a stronger positive impact on thriving under supportive managerial coaching. CFA results demonstrated good model fit (χ² = 648.940, df = 395, χ²/df = 1.643, SRMR = 0.043, TLI = 0.944, CFI = 0.949, RMSEA = 0.045) and acceptable reliability (Cronbach's α = 0.828-0.918) and validity. The SEM model also showed a good fit (χ² = 422.385, df = 205, χ²/df = 2.060, SRMR = 0.050, TLI = 0.930, CFI = 0.938, RMSEA = 0.058).

The findings support the self-determination theory perspective, showing that job characteristics positively influence employee creativity through the mediating role of thriving at work. The stronger effect of skill variety highlights the importance of opportunities for skill development in fostering employee well-being and creativity. The moderating role of managerial coaching underscores the importance of supportive supervision in maximizing the positive impact of job design on employee thriving. These results have significant implications for organizations seeking to enhance employee creativity and well-being. By designing jobs with greater task and skill variety and providing supportive managerial coaching, organizations can foster a work environment where employees thrive and demonstrate higher levels of creativity.

This study demonstrates that job characteristics (task and skill variety) positively impact employee creativity through thriving, mediated by thriving and moderated by managerial coaching, supporting a self-determination theory framework. Practical implications include designing jobs offering task and skill variety, and providing supportive managerial coaching to enhance employee thriving and creativity. Future research could explore longitudinal studies, investigate generalizability across cultures and sectors, and consider team-level factors. Furthermore, future research should investigate other contextual factors influencing thriving, explore additional leadership styles, and examine the impact of the pandemic on the findings.

The cross-sectional design limits the ability to establish causal relationships. The focus on the Chinese hospitality sector restricts the generalizability of findings to other cultures and industries. The use of supervisor-rated creativity might introduce bias. Future studies should address these limitations by employing longitudinal designs, broadening the scope of participants to encompass different cultures and sectors, and utilizing multiple measures of creativity (e.g., peer ratings, objective performance measures).