Job crafting and meaningful work.

2013 ◽  
pp. 81-104 ◽  
Author(s):  
Justin M. Berg ◽  
Jane E. Dutton ◽  
Amy Wrzesniewski
Keyword(s):  
Meaningful Work ◽  
Job Crafting

Job Crafting and Intent to Leave: The Mediating Role of Meaningful Work and Engagement

2020 ◽  
pp. 089484532091866
Author(s):  
Bogdan Oprea ◽  
Lucian Păduraru ◽  
Dragoş Iliescu
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Intent To Leave ◽  
Management Practice ◽  
Negative Relationship ◽  
Meaningful Work ◽  
Job Crafting ◽  
Equation Modeling ◽  
Staff Retention ◽  
Cross Sectional

Managing turnover is an essential human resource practice. One of the modern approaches that could have the potential to increase staff retention is the stimulation of employees’ job crafting, the set of changes regarding job demands and job resources that employees proactively make. Based on self-concept theory, we expected meaningful work and work engagement to serially mediate the negative relationship between job crafting and intent to leave. A cross-sectional study was conducted on a sample of 235 Romanian employees who responded to questionnaires about all variables. The mediation hypotheses were tested with bootstrapping procedures using structural equation modeling. Meaningful work and work engagement serially mediated the negative link between job crafting and intent to leave. Our results suggest that implementing job crafting interventions could reduce employees’ intentions to leave the organization. Future studies could verify whether these interventions may represent a new management practice to effectively control turnover.

Sensemaking at work: meaningful work experience for individuals and organizations

2016 ◽  
Vol 24 (1) ◽  
pp. 2-17 ◽  
Author(s):  
Ozen Asik-Dizdar ◽  
Ayla Esen
Keyword(s):  
Work Experience ◽  
Meaningful Work ◽  
Job Crafting ◽  
Organizational Level ◽  
Organizational Research ◽  
Content Type ◽  
Organizational Environments ◽  
Sensemaking Theory ◽  
Multi Level

Purpose – The purpose of this paper is to take a closer look at the concept of meaningful work experience for individuals and organizations, and discuss the role of sensemaking in creating it. Design/methodology/approach – The main argument of the paper is that sensemaking efforts are among the fundamental tools that help create meaningful work experience for both individuals and organizations. The paper offers a conceptual framework that presents the interplay between sensemaking tools and enabling mechanisms in relation to internal and external organizational environments. Findings – It is proposed that job crafting is a sensemaking tool – enabled by empowerment – for individuals to make sense of the internal environment of the organization; and strategy crafting is a sensemaking tool – enabled by organizational learning – for organizations to make sense of the external environment of the organization. Originality/value – This paper attempts to converge micro- and macro-level concepts by bringing together individual- and organizational-level variables into a joint discussion. It places job crafting and strategy crafting in the context of sensemaking theory, and it reinforces the idea of proposing models that will consider the multi-level implications of organizational research.

Callings

2019 ◽  
pp. 273-287
Author(s):  
Ryan D. Duffy ◽  
Jessica W. England ◽  
Bryan J. Dik
Keyword(s):  
Meaningful Work ◽  
Well Being ◽  
Job Crafting ◽  
Dark Side ◽  
Life Meaning ◽  
Workplace Interventions ◽  
Meaning In Work ◽  
The Social ◽  
Meaningful Engagement ◽  
Personal Level

This chapter connects the literatures on callings and meaningful work. It examines the meaningful nature of calling by separating the idea of perceiving a calling from actually living one. It is argued that callings, whether prompted from within the person or externally, underpin meaningful engagement with work at the social or personal level because they provide people with purpose. Those who pursue a calling are shown to experience more meaningful outcomes such as well-being and work satisfaction, but are exposed to the “dark side” of callings too often manifest in workaholism, burnout, and exploitation. Those who perceive a calling, but who choose not to pursue it, can access sources of life meaning through job crafting opportunities but also through workplace interventions, such as critical consciousness training, that may empower them to enact their perceived calling and thus more easily find meaning in work.

scholarly journals Job crafting, proactive personality and meaningful work: Implications for employee engagement and turnover intention

2019 ◽  
Vol 45 ◽  
Author(s):  
Nicola Vermooten ◽  
Billy Boonzaier ◽  
Martin Kidd
Keyword(s):  
Employee Engagement ◽  
Financial Services ◽  
Turnover Intention ◽  
Meaningful Work ◽  
Proactive Personality ◽  
Job Crafting ◽  
Financial Services Industry ◽  
Proactive Behaviour ◽  
Services Industry ◽  
Employee Disengagement

Orientation: Jobs in the financial services industry are in constant flux because of the ever-changing nature of the products and services provided to customers. This could result in employee disengagement and turnover intention.Research purpose: The purpose of the study was to examine the role of job crafting, proactive personality and meaningful work in predicting employee engagement and turnover intention among employees in the financial services industry based on the central tenets of the Job Demands-Resources theory.Motivation for the study: Organisations or incumbents may redesign jobs. The self-initiated proactive behaviour that incumbents exhibit to shape the meaning of their work is known as job crafting. The relationships that exist among job crafting, proactive personality, meaningful work, employee engagement and turnover intention were, therefore, investigated.Research design, approach and method: A quantitative cross-sectional survey design was used to gather primary data in service-providing firms across South Africa (n = 391).Main findings: Results demonstrated that job crafting, proactive personality and meaningful work significantly predict variance in employee engagement and turnover intention.Practical and managerial implications: Specific human resource practices and interventions are proffered to foster job crafting, proactivity and meaningful work and, in doing so, address employee disengagement and turnover intention.Contribution or value-add: The study highlights the importance of encouraging employees to craft their jobs as it has specific implications for prominent work-related outcomes, such as employee engagement and turnover intention, among employees in the financial services industry.

Day-level job crafting and service-oriented task performance

2020 ◽  
Vol 25 (4) ◽  
pp. 355-371 ◽  
Author(s):  
Inge L. Hulshof ◽  
Evangelia Demerouti ◽  
Pascale M. Le Blanc
Keyword(s):  
Task Performance ◽  
Work Engagement ◽  
Design Methodology ◽  
Meaningful Work ◽  
Job Crafting ◽  
High Quality ◽  
Content Type ◽  
Service Oriented ◽  
Multilevel Sem

PurposeThis study examines whether job crafting is related to service-oriented task performance (i.e. performance aimed at providing high-quality services) through meaningful work and work engagement.Design/methodology/approachData were collected from 156 employees of a Dutch unemployment agency (4 days, 531 observations). Multilevel SEM was used to analyze the data.FindingsResults showed that job crafting was related to service-oriented task performance via meaningful work and work engagement. Specifically, seeking resources and seeking challenges were positively related to service-oriented task performance via meaningful work and work engagement, whereas reducing demands was negatively related to service-oriented task performance via meaningful work and work engagement.Originality/valueThe study concludes that seeking resources and seeking challenges are beneficial for service-oriented task performance.

scholarly journals Model Work Engagement Angkatan Kerja Generasi Millennial dengan Meaningful Work sebagai Mediator

2019 ◽  
Vol 5 (1) ◽  
pp. 34
Author(s):  
Rina Mulyati ◽  
Fathul Himam ◽  
Bagus Riyono ◽  
Fendy Suhariadi
Keyword(s):  
Data Collection ◽  
Work Engagement ◽  
Structural Equation ◽  
Quantitative Research ◽  
Labour Force ◽  
Meaningful Work ◽  
Equation Model ◽  
Job Crafting ◽  
Predictor Variables ◽  
Job Demand

Key success for organization with millennial workforce to win the competitiveness on business industry in 4.0 era is having a compatible model of work engagement. In 2025, millennials will dominate up to 75% of the labour force. Therefore it is necessary to scientifically inquire deeper on this generation. This research adopted Job Demand Resources Model (JD-R) as theoretical framework. It specifically aimed to analyse the most suitable work engagement model among millennials who work at state owned companies. Predictor variables in this research were job crafting and meaningful work as mediator. This quantitative research (N=318) used scaling for data collection and Structural Equation Model (SEM) to test the data. This research found: 1) work engagement model fits for the millennial workforce, 2) job crafting has direct significant effect to work engagement, and 3) meaningful work plays as mediator between job crafting and work engagement.

scholarly journals Cognitive job crafting as mediator between behavioral job crafting and quality of care in residential homes for the elderly

PLoS ONE ◽  
2020 ◽  
Vol 15 (12) ◽  
pp. e0243726
Author(s):  
Marina Romeo ◽  
Montserrat Yepes-Baldó ◽  
Kristina Westerberg ◽  
Maria Nordin
Keyword(s):  
Quality Of Care ◽  
Meaningful Work ◽  
The Elderly ◽  
Job Crafting ◽  
Mediation Effect ◽  
Residential Homes ◽  
Correlational Design ◽  
Homes For The Elderly ◽  
Perception Of Quality

Extending previous studies on job crafting, the aim of the present study is to analyze the effect of job crafting on quality of care in residential homes for elderly people in two European countries (Spain and Sweden). We hypothesize that cognitive crafting could be a consequence of behavioral crafting and that it will mediate the relationship between behavioral crafting and the perception of quality of care. A correlational design was used, with two-waves approximately 12 months apart (n = 226). Our results indicate that behavioral job crafting at T1 had an effect on cognitive job crafting at T2, relational job crafting at T1 increases quality of care at T2, and the mediation effect of cognitive job crafting. These results indicate that we must differentiate between the two forms of crafting (behavioral and cognitive), not as indicators of the same latent construct, but as aggregates. Additionally, we point out two main implications for managerial practice. First, as relational job crafting has a direct effect on quality of care, it is important to assure an organizational culture oriented towards employees. Secondly, due to the mediation effect of cognitive job crafting, managers should facilitate meaningful work environments. To do so, jobs should be re-designed, increasing skills variety, identity and significance.

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