Crafting a Job: Revisioning Employees as Active Crafters of Their Work

By Amy Wrzesniewski, Jane E. Dutton. 2001

4,506 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/254fa73d2fdd2082a7c055a723dbe86f80c0adb9

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Daily job crafting and the self-efficacy – performance relationship (2014, background): “By crafting their job, employees may optimize aspects of their job to keep their work motivating and meaningful (Wrzesniewski and Dutton, 2001).”
The future of employee development (2019, background): “Job crafting theory suggests that employees shape their work experiences by changing the behavioral, relational, and cognitive boundaries of their jobs (Wrzesniewski & Dutton, 2001).”
The Power of Doing: How Job Crafting Transmits the Beneficial Impact of Autonomy Among Overqualified Employees (2019, positive): “In particular, job crafting is a proactive type of behavior whereby individuals change the Btask or relational boundaries of their work^ (Wrzesniewski and Dutton 2001, p. 179).”
Work Motivation: Directing, Energizing, and Maintaining Effort (and Research) (2012, background): “Scholars have developed conceptual frameworks to explain the factors that motivate employees to adjust their roles (Nicholson, 1984) and craft or modify their jobs (Wrzesniewski & Dutton, 2001).”
The Job Demands-Resources Model (2015, background): “…examined as an antecedent of meaningful work, well‐being, and motivation, focusing on workers’ efforts to make their work more interesting and enjoyable, and less demanding (cf. Berg, Dutton, & Wrzesniewski, 2013; Petrou, Demerouti, Peeters, Schaufeli, & Hetland, 2010; Wrzesniewski & Dutton, 2001).”
Does employees’ spirituality enhance job performance? The mediating roles of intrinsic motivation and job crafting (2020, background): “, job crafters) at work when they are motivated by three individual needs: the need for control over one’s job and work meaning; the need for positive self-image; and the need for human connection with others (Wrzensniewski and Dutton 2001).”