Job crafting: How to predict it in employees and why it is a good thing | The Oxford Review - OR Briefings

Job crafting: How to predict it in employees and why it is a good thing

Research Briefing

Keywords: Job crafting, employee autonomy, employee engagement, alignment

Until recently the role that employees have played in creating change in their own jobs’ roles and responsibilities has received relatively little research attention. Job crafting or the process whereby an employee redesigns or modifies their job on their own initiative either with or without the involvement and knowledge of management, is receiving greater research interest these days.

What is job crafting?

Job crafting is seen as a conscious bottom-up process whereby an individual will mould and redefine their job, roles and responsibilities on their own. There are three forms of job crafting:

  1. Changing the task boundaries of the job, for example changing the actual tasks, the number of the tasks or the scope of those tasks.
  2. Changing the relational boundaries of the job, for example who they do and don’t interact with, how they interact, how often they interact and changing the quality of those interactions and relationships.
  3. Changing the cognitive task boundaries of the job, for example the meaning and significance of the job at hand.

It has been found the job crafting is common and widespread across a number of professions and roles and is either a response to changes in the environment or the organisation, or that the original roles and responsibilities don’t meet the needs of the organisation or the individuals concerned.

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