Job crafting is the process through which employees proactively redefine and redesign their work physically, cognitively and socially in order to make it more meaningful (Wrzesniewski and Dutton 2001).
There are three motivating factors for job crafting:
- The need for control in order to avoid alienation from work
- The need for a positive self-image
- The need for positive human connection with others
Job crafting occurs in three areas.
Employees can change the way their work is conceptualised and performed. They can take on more or fewer tasks, expanding or diminishing their scope or change how they perform them.
Employees can alter how they perceive tasks or thinking about the tasks involved in their job. This can be done as a collective whole or as discreet separate tasks.
Employees can adjust who they spend time with, and how often by changing the nature or extent of one’s interactions with other people within or outside the organisation.
Adapted from Wrzesniewski, A., Dutton, J. E. (2001)
Read this article on job crafting and answer the following questions:
What are some of the effects of job crafting, either from an employee or organisational perspective?
How effective do you consider job crafting to be as a means of improving workplace wellbeing?
You may include some of your personal experiences from inside or outside the workplace, if you so wish, to support your response.
Explain your answers in the comments . Don’t forget to like or reply to posts you find useful or interesting.
Wrzesniewski, A.,E., Dutton, J. (2001) ‘Crafting a Job: Revisioning Employees as Active Crafters of their Work’. Academy of Management Review [online] 26 (2), 179-201. available from https://locate.coventry.ac.uk/primo-explore/fulldisplay?docid=TN_scopus2-s2.0-0035532011&context=PC&vid=COV_VU1&search_scope=Primo_Central&tab=remote&lang=en_US [10th May 2019]
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