In the volatile, uncertain, complex, and ambiguous environment (VUCA), employees can better match the organization and jobs by crafting their job perceptions, work tasks, and relationships, which is valuable to maintain organizational sustainable competitiveness and promote employees’ personal growth. This study explores the influence mechanisms of job autonomy and work meaning on employees’ job-crafting behaviors and the moderating effect of perceived organizational change through a survey of 318 employees in Chinese companies. The results show that job autonomy and work meaning can promote employees’ job-crafting behaviors by increasing individuals’ harmonious work passion. The indirect effects of job autonomy and work meaning on employee job-crafting behaviors through harmonious work passion are stronger for individuals with high perceived organizational change relative to those with low perceived organizational change. Organizations should concentrate on job redesign to improve employees’ job autonomy and work meaning. A climate of change should also be created within the organization to keep employees aware of the crisis. Meanwhile, employees should actively use work resources to meet the changing needs of organizational development and promote individual career development through job-crafting behaviors.