Employees shaping their own jobs: how to enable job crafting?

2018 ◽  
Vol 26 (5) ◽  
pp. 27-29
Author(s):  
Thomas J. Menachery
Keyword(s):  
Job Satisfaction ◽  
Continuous Improvement ◽  
Work Engagement ◽  
Design Methodology ◽  
Work Performance ◽  
Well Being ◽  
Job Design ◽  
Job Crafting ◽  
Top Down ◽  
Content Type

Purpose The purpose of this study is to review the latest developments in the area of job crafting and provide guidelines on how to enable job crafting. Design/methodology/approach The concept of job crafting is examined through a review, and the author gives his insights on the conditions to be created to enable job crafting. Findings In job crafting, individual employees and groups of employees customize their jobs by changing perceptions, tasks, and interactions related to their jobs in ways that would lead to work engagement and job satisfaction. Job crafting behavior is positively linked to engagement, work performance, job satisfaction, and employees’ well-being. Organizations can benefit by enabling job crafting to supplement top-down traditional job design approaches, thereby facilitating continuous improvement of jobs and innovation. Originality/value The different ways in which employees shape their jobs are examined, and guidelines on how to enable job crafting are elucidated.

scholarly journals New insights into self-initiated work design: the role of job crafting, self-undermining and five types of job satisfaction for employee’s health and work ability

2021 ◽  
pp. 239700222110290
Author(s):  
Antonia-Sophie Döbler ◽  
André Emmermacher ◽  
Stefanie Richter-Killenberg ◽  
Joshua Nowak ◽  
Jürgen Wegge
Keyword(s):  
Job Satisfaction ◽  
Emotional Exhaustion ◽  
Work Engagement ◽  
Work Ability ◽  
Job Demands ◽  
Well Being ◽  
Job Crafting ◽  
Equation Modeling ◽  
Personal Resources

The present study provides evidence for the important role of job crafting and self-undermining behaviors at work, two new concepts that were recently integrated into the well-known job demands-resources (JD-R) theory (Bakker and Demerouti, 2017). We investigate how these behaviors are associated with work engagement, emotional exhaustion, and work ability as a long-term indicator of employee’s well-being. Furthermore, we examine the moderating role of personal resources in the stress-strain process by comparing groups of employees representing the five types of job satisfaction defined by Bruggemann (1974). Data was collected in a cross-sectional study within a German DAX company’s manufacturing plant from 1145 blue- and white-collar workers. Results of structural equation modeling provided, as expected, support for an indirect effect of job demands and job resources on emotional exhaustion and work engagement through job crafting and self-undermining. Work ability, on the other hand, was mainly affected by emotional exhaustion, but not by work engagement. Most important, we found significant differences between path coefficients across the five types of job satisfaction indicating that these types represent important constellations of personal resources and job demands that should be considered both for analyzing stress at work and for offering tailored stress interventions in organizations.

Reverse mentoring and job crafting as resources for health: a work engagement mediation model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Neha Garg ◽  
Wendy Marcinkus Murphy ◽  
Pankaj Singh
Keyword(s):  
Social Exchange ◽  
Work Engagement ◽  
Latent Variable ◽  
Structural Equation ◽  
Negative Relationship ◽  
Well Being ◽  
Job Crafting ◽  
Equation Modeling ◽  
Theoretical Frameworks ◽  
Content Type

PurposeThis paper examines whether employee-driven practices of reverse mentoring and job crafting lead to work engagement and, in turn, to higher levels of prospective mental and physical health.Design/methodology/approachIntegrating social exchange theory and the job demands and resources model as theoretical frameworks, survey data were collected from 369 Indian software developers to test the research model. Latent variable structural equation modeling was used to empirically test the hypothesized associations.FindingsThe findings reveal that both reverse mentoring and job crafting are significantly associated with work engagement. Work engagement fully mediated the negative relationship between 1) reverse mentoring and mental ill-health and 2) job crafting and physical ill-health, while it partially mediated the negative relationship between 1) reverse mentoring and physical ill-health and 2) job crafting and mental ill-health.Practical implicationsThe results demonstrate that by implementing the practices of reverse mentoring and job crafting, managers can achieve desired levels of engagement among employees and sustain organizational productivity by promoting employee health and well-being.Originality/valueThis study is one of the early attempts to empirically demonstrate the associated health outcomes of reverse mentoring and job crafting.

Employee well-being in a stressful work environment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Work Environment ◽  
Organizational Justice ◽  
Work Engagement ◽  
Design Methodology ◽  
Psychological Capital ◽  
Well Being ◽  
Employee Health ◽  
Content Type ◽  
Pertinent Information ◽  
Work Contexts

Purpose Psychological capital and perceived organizational justice are important personal and job-related resources with scope to positively affect employee health in stressful work contexts. Delivering programs to develop these resources together with a focus on increasing work engagement can best help generate desired outcomes. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.  Findings Psychological capital and perceived organizational justice are important personal and job-related resources with scope to positively affect employee health in stressful work contexts. Delivering programs to develop these resources together with a focus on increasing work engagement can best help generate desired outcomes. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Study of Chinese firms shows how perceptions of training influence performance

2019 ◽  
Vol 27 (7) ◽  
pp. 20-22
Keyword(s):  
Resource Management ◽  
Job Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
Work Engagement ◽  
Design Methodology ◽  
Work Performance ◽  
Content Type ◽  
Garment Factories ◽  
Training Opportunities

Purpose The authors wanted to find out if perceptions of training were positively related to work engagement and also assess the mediating influence on human resource management. Design/methodology/approach The authors sent out 415 questionnaires to employees in two Chinese garment factories supplying an Australian retailer. Overall, 360 questionnaires were returned and 348 were valid. The survey covered perceptions of the organization’s training practices. A month later, a second survey included employee evaluations of the HRM strength and their work engagement. Meanwhile, supervisors filled out a survey rating employee work performance. Findings The study found that their perceptions of training were positively related to work engagement. The study also revealed that when there was a strong human resource management (HRM) climate, employees had more training opportunities and were more strongly motivated to perform well. Originality/value The authors claimed their study of 348 supervisor-subordinate dyads offered important lessons for managers. It provided guidance on how to increase work engagement and job performance. The research took place in China because it was especially relevant to the cultural and economic context there. China has rapidly grown, but shortages of labour and rising protests about working conditions have made change inevitable.

Study of Indian IT workers shows reverse monitoring and job crafting improve work engagement, leading to improved performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Work Engagement ◽  
Work Performance ◽  
Age Groups ◽  
Job Crafting ◽  
Content Type ◽  
Software Firms ◽  
Withdrawal Behavior ◽  
Improved Performance ◽  
Areas Of Interest ◽  
The Relationship

Purpose The purpose was to explore the role of work engagement in mediating between the resources of reverse mentoring and job crafting and the potential outcomes of improved performance and work withdrawal behavior Design/methodology/approach The authors investigated the subjects in the Indian IT sector. They administered a survey online to volunteers from 14 software firms. They received 369 completed questionnaires. The majority of respondents were aged between 25 and 34 and 73.7pc were men. Findings Results showed that both reverse monitoring and job crafting increase levels of work engagement, leading to improved performance and less work withdrawal behavior. The study also looked at work engagement as a mediating factor: It partially mediated the relationship between job crafting and both outcomes, fully mediated the relationship between reverse mentoring and withdrawal behavior, and partially mediated the relationship between reverse monitoring and work performance. Originality/value The results have practical implications. Organizations need to take note that reverse monitoring and job crafting could motivate employees to reciprocate in kind with higher levels of work engagement. By fostering opportunities for reverse monitoring, organizations could stimulate learning and connections across management levels and age groups. Meanwhile, job crafting would help employees to focus on their strengths, or areas of interest, making their work more enjoyable and productive.

Digitalisation and work well-being: a qualitative study of techno-work engagement experiences related to the use of educational technology

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jaana-Piia Mäkiniemi
Keyword(s):  
Educational Technology ◽  
Qualitative Study ◽  
Work Engagement ◽  
Digital Technology ◽  
Design Methodology ◽  
Well Being ◽  
Education Sector ◽  
Content Type ◽  
Positive Climate ◽  
Insight Into

PurposeThe study explores techno-work engagement, which is a positive and fulfilling state of well-being with respect to the use of digital technology at work. It provides insight into the circumstances in which the educational use of ICT enhances work well-being.Design/methodology/approachA total of 60 Finns from the education sector wrote descriptions of situations in which they experienced techno-work engagement related to the use of educational technology. The responses were analysed qualitatively.FindingsParticipants experienced techno-work engagement not only when educational technology facilitated work, enabled progress and produced novelty value but also when working in collaboration and in a positive climate.Originality/valueThis first qualitative study of techno-work engagement deepens the understanding of positive well-being experiences associated with the use of educational technology. It also provides suggestions for leading technology-related work well-being in educational sector.

Summaries

2020 ◽  
Vol 33 (3) ◽  
Keyword(s):  
Work Performance ◽  
Well Being ◽  
Job Design ◽  
Job Crafting ◽  
Technological Innovations ◽  
Inaugural Address ◽  
Work Processes ◽  
Life Balance ◽  
Sustainable Performance ◽  
Technological Transition

Organizations usually implement technological innovations with the aim of improving and optimizing the efficiency of services and work processes. However, it appears that a technological transition does not always lead to the intended result and may even result in poorer performance and reduced well-being of employees. This is also referred to as the technology paradox. The central question that is addressed in this extensive adaptation of my inaugural address is how employees can continue to perform sustainable under the rapidly changing circumstances of digitalization. Four factors are discussed that are important for sustainable work performance, also in times of digitalization: (1) a healthy job design; (2) a good work-life balance; (3) attention for diversity of personnel; (4) opportunities for job crafting. In addition, it is explored how digitalization influences these factors. Finally, some ideas for research are discussed to better understand how sustainable performance in times of digitalization can be assured so that we can reduce the technology paradox and optimize the potentials of technology.

Exploring CSR’s influence on employees’ attitudes and behaviours in higher education

2020 ◽  
Vol 11 (4) ◽  
pp. 653-678
Author(s):  
Carla Mascarenhas ◽  
Luis Mendes ◽  
Carla Marques ◽  
Anderson Galvão
Keyword(s):  
Higher Education ◽  
Job Satisfaction ◽  
Work Engagement ◽  
Structural Equation ◽  
Well Being ◽  
Content Type ◽  
Csr Strategies ◽  
Employees Satisfaction ◽  
Perceived Organisational Support ◽  
Corporate Social

Purpose Despite the recognised importance of corporate social responsibility (CSR) in higher education institutions (HEIs), research concerning CSR’s influence on employees’ attitudes and behaviours is still understudied. Grounded in the theory of social identity, this study aims to explore CSR’s impact on employees’ work engagement, job satisfaction and organisational identification in an HEI context. Design/methodology/approach Data were collected in a northern Portugal public HEI through a self-administered questionnaire distributed to both teaching and supporting staff. A structural equation modelling (SEM) approach was applied to data collected from 171 employees, using the partial least squares-SEM approach. Findings Overall, the findings show that CSR is strongly associated with work engagement, job satisfaction, identification with the organisation and perceived organisational support, confirming the hypothesised influence of HEI’s CSR development efforts on study-related attitudes. Practical implications Findings reinforce the need for HEIs to integrate CSR and human resource strategies and to pay special attention to CSR communication strategies. Social implications Findings reinforce the need for HEI to develop adequate CSR strategies because these have a significant influence on employees’ satisfaction at work, and thus on employees’ well-being in general. Originality/value This study contributes to attenuate the lack of literature on CSR’s impacts on employee behaviours.

Job crafting intervention: fostering individual job redesign for sustainable organisation

2018 ◽  
Vol 50 (4) ◽  
pp. 200-208
Author(s):  
Alka Rai
Keyword(s):  
Design Methodology ◽  
Job Design ◽  
Job Crafting ◽  
Managerial Implication ◽  
Content Type ◽  
General Review ◽  
Precise Knowledge ◽  
Positive Individual ◽  
Managerial Implications ◽  
Practical Implications

Purpose The purpose of this paper is threefold: first, to present an overview of job crating conceptualizations; second, to illustrate various job crafting interventions proposed by scholars to intrude and encourage job crafting behaviour among workforce; and next, based on findings from the literature, to underline the significance of job crafting interventions in predicting various positive individual and organisational outcomes. The reasons why job crafting interventions are essential in organisations are discussed at the end as managerial implication. Design/methodology/approach A general review of the job crafting literature has been performed to offer the precise knowledge on the concept job crafting as well as job crafting interventions along with its significance and managerial implications. Findings The job crafting is the most discussed bottom-up redesign approach and gaining popularity in the job design literature. The researchers and practitioners are acknowledging the importance of job crafting interventions and understanding the urgency of incorporating such interventions at organisation. Practical implications The formal job crafting intervention instituted at organisation (e.g. inclusion of job crafting training in company’s manuals) could be instrumental to build up the job crafting behaviour among workforce and may overall develop the context that cultivates job crafting. Originality/value A summarised portrayal job crafting as well as job crafting interventions has been provided in this review in order to create awareness of leaders and employees regarding the method through which they can adjust tasks to their own requirements to realise more delight, engagement, and meaning in the job.

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