Exploring job crafting: Diagnosing and responding to the ways employees adjust their jobs |
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| Institution: | 1. University of New Brunswick, 255 Singer Hall, 7 Macauley Lane, Fredericton, NB E3B 5A3, Canada;2. Krannert School of Management, Purdue University, 403 W. State Street, West Lafayette, IN 47907-2056, U.S.A.;1. A. T. Kearney Inc., 227 W. Monroe Street, Chicago, IL 60606, U.S.A.;2. Krannert School of Management, Purdue University, 403 W. State Street, West Lafayette, IN 47907, U.S.A.;1. Institute for Technology & Innovation Management, Hamburg University of Technology, Am Schwarzenberg-Campus 4, 21073 Hamburg, Germany;2. Swiss Federal Institute of Technology Zurich, Weinbergstrasse 56/58, 8092 Zurich, Switzerland;1. College of Business Administration, University of Central Florida, Orlando, FL 32816, U.S.A.;2. Crummer Graduate School of Business, Rollins College, Winter Park, FL 32789, U.S.A.;3. Enterprise Project Management Office, BBA Aviation, Orlando, FL 32801, U.S.A. |
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| Abstract: | Recent research has developed an in-depth understanding of how workers change their jobs on their own to improve their performance and well-being, a process called job crafting. This research suggests that managers, coworkers, and organizations need a better understanding of how to manage job crafting to capitalize on its benefits and reduce costs. This article will help organizations diagnose the occurrence of job crafting, recognize the differences between goal-oriented approaches to job crafting as opposed to withdrawal-oriented avoidance job crafting, and identify the seven specific types of job crafting: work role expansion, social expansion, work role reduction, work organization, adoption, metacognition, and withdrawal. We conclude with recommendations for managers, coworkers, and organizations on how to diagnose and manage job crafting. |
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| Keywords: | Job crafting Proactive behavior Work assessment Work design Work withdrawal |
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