A Contemporary Organizational Practice: Job Crafting

Advanced Organizational Behavior

September - October 2018

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A contemporary organizational practice: Job crafting

BY

Afxentiou Maria

Charalambous Christos

Nicolaou Marina

Shialy Eleni

Professor: Dr Eleni Stavrou – Costea

CONTENTS

ABSTRACT        3

INTRODUCTION        4

LITERATURE REVIEW JOB CRAFTING        6

A. Job crafting and Motivation        6

B. Job Crafting, Team Dynamics and Collaborative crafting        8

C. Job Crafting, Transformational Leadership and Employee Well-being        9

D. Job Crafting and Job Satisfaction        10

Job Characteristics Model        12

RESEARCH APPROACH AND METHODS        15

MAIN FINDINGS AND DISCUSSION        16

REFERENCES        18

APPENDICES        23

ABSTRACT

In the present study, the aim is to expand the current literature by investigating current literature regarding job crafting. According to Wrzesniewski and Dutton (2001), job crafting is the bottom – up redesign of work environment in a way that increases satisfaction, commitment and attachment of the employee. Utilizing existing literature current research using systematic literature review analysis helped to investigate job crafting practices regarding job satisfaction, motivation, leadership and team dynamics. Moreover, this study emphasized the positive impact of job crafting practices at work and the limitation of research regarding job crafting.

INTRODUCTION

Employees’ levels of stress have increased due to the constant changes in work demands, pressure and competitive environment within organizations (Cascio, 2003; Grant & Parker, 2009). Employees, in order to cope with the changes, recreate their jobs to keep themselves motivated (Berg, 2008). Job crafting is the bottom-up employees’ job design of their work environment and it is correlated with high levels of job satisfaction and employee engagement (Wrzesniewski & Dutton, 2001). According to Tims et al (2012), job crafting includes changes to employees’ behavioural patterns, adjustments to their work relationships and recreation of their tasks regarding their needs in alignment with the organization scope. Employees’ redesign of their job occurs from the deficiency of autonomy, mastery and purpose (Berg, Dutton & Wrzesniewski, 2013). Organizations allow employees to use job crafting practices when there is a crafting climate. For example, they accept changes in the work environment and employees have high levels of autonomy (Schneider et al, 2013).

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