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      Design Your Own Job Through Job Crafting

      1

      European Psychologist

      Hogrefe Publishing

      job crafting, job redesign, interventions, proactive behavior

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          Abstract

          Job crafting can be viewed as changes that employees initiate in the level of job demands and job resources in order to make their own job more meaningful, engaging, and satisfying. As such, job crafting can be used to complement top-down approaches to improve jobs in order to overcome the inadequacies of job redesign approaches, to respond to the complexity of contemporary jobs, and to deal with the needs of the current workforce. This review aims to provide an overview of the conceptualizations of job crafting, the reasons why individuals craft their jobs, as well as the hypothetical predictors and outcomes of job crafting. Furthermore, this review provides suggestions to organizations on how to manage job crafting in their processes, and how to stimulate more beneficial job crafting behavior. Although research on job crafting is still in its infancy, it is worthwhile for organizations to recognize its existence and to manage it such that it has beneficial effects on the employees and the organization at large.

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          Most cited references 42

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          The impact of job crafting on job demands, job resources, and well-being.

          This longitudinal study examined whether employees can impact their own well-being by crafting their job demands and resources. Based on the job demands-resources model, we hypothesized that employee job crafting would have an impact on work engagement, job satisfaction, and burnout through changes in job demands and job resources. Data was collected in a chemical plant at three time points with one month in between the measurement waves (N = 288). The results of structural equation modeling showed that employees who crafted their job resources in the first month of the study showed an increase in their structural and social resources over the course of the study (2 months). This increase in job resources was positively related to employee well-being (increased engagement and job satisfaction, and decreased burnout). Crafting job demands did not result in a change in job demands, but results revealed direct effects of crafting challenging demands on increases in well-being. We conclude that employee job crafting has a positive impact on well-being and that employees therefore should be offered opportunities to craft their own jobs.
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            An Evidence-Based Model of Work Engagement

             A. Bakker (2011)
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              Taking Stock: Integrating and Differentiating Multiple Proactive Behaviors

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                Author and article information

                Journal
                epp
                European Psychologist
                Hogrefe Publishing
                1016-9040
                1878-531X
                June 3, 2014
                2014
                : 19
                : 4
                : 237-247
                Affiliations
                [ 1 ] Department of Industrial Engineering & Innovation Sciences, Human Performance Management Group, Eindhoven University of Technology, The Netherlands
                Author notes
                Evangelia Demerouti, Department of Industrial Engineering & Innovation Sciences, Eindhoven University of Technology, Human Performance Management Group, P.O. Box 513, 5600 MB Eindhoven, The Netherlands, +31 40 247-5669, +31 40 243-7161, e.demerouti@ 123456tue.nl
                Article
                epp_19_4_237
                10.1027/1016-9040/a000188
                Product
                Self URI (journal-page): https://econtent.hogrefe.com/loi/epp
                Categories
                Original Articles and Reviews

                Psychology, General behavioral science

                job redesign, job crafting, interventions, proactive behavior

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