Job crafting : towards a new model of individual job redesign : original research

By M. Tims, Arnold B. Bakker. 2010

1,395 citations recorded by the source corpus.

Orientation: For a long time, employees have been viewed as passive performers of their assigned job tasks. Recently, several scholars have argued that job design theory needs to address the influence of employees on their job designs. Research purpose: The purpose of the study was to fit job crafting in job design theory. Motivation for the study: The study was an attempt to shed more light on the types of proactive behaviours of individual employees at work. Moreover, we explored the concept of job crafting and its antecedents and consequences. Research design, approach and method: A literature study was conducted in which the focus was first on proactive behaviour of the employee and then on job crafting. Main findings: Job crafting can be seen as a specific form of proactive behaviour in which the employee initiates changes in the level of job demands and job resources. Job crafting may be facilitated by job and individual characteristics and may enable employees to fit their jobs to their personal knowledge, skills and abilities on the one hand and to their preferences and needs on the other hand. Practical/managerial implications: Job crafting may be a good way for employees to improve their work motivation and other positive work outcomes. Employees could be encouraged to exert more influence on their job characteristics. Contribution/value-add: This article describes a relatively new perspective on active job redesign by the individual, called job crafting, which has important implications for job design theories.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/8d12065768a1403c30810a95e1aa708c03a3a6ee

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Design Your Own Job Through Job Crafting (2014, methodology): “In order to capture the ‘‘everyday’’ changes in job characteristics that employees may pursue, some scholars (Petrou, Demerouti, Peeters, Schaufeli, & Hetland, 2012; Tims & Bakker, 2010) framed the definition of job crafting in the JD-R model (Bakker & Demerouti, 2007; Demerouti et al., 2001).”
Does employees’ spirituality enhance job performance? The mediating roles of intrinsic motivation and job crafting (2020, methodology): “Within the JD-R model, job crafting serves as an important strategy that allows employees to change their job demands and job resources (Tims and Bakker 2010; Tims et al. 2012).”
Job Crafting and Performance: Literature Review and Implications for Human Resource Development (2018, background): “In the past, a job, which refers to a group of tasks that are assigned to an individual, was viewed as static, and employees were required to follow job descriptions that were designed by managers (Tims & Bakker, 2010).”
Proactive personality and job performance: The role of job crafting and work engagement (2012, methodology): “Job crafting facilitates engagement and, indirectly, performance, because employees who change their work environment proactively align their job demands and resources with their own abilities and needs (see Tims and Bakker, 2010).”
IGLOO: An integrated framework for sustainable return to work in workers with common mental disorders (2018, neutral): “2012; Tims & Bakker, 2010).”
Crafting a job on a daily basis: Contextual correlates and the link to work engagement (2012, background): “In addition to making one’s job more motivating, seeking resources can be a way to mobilize more job resources so as to cope with job demands (Tims & Bakker, 2010).”
Examining Job Crafting from an Interpersonal Perspective: Is Employee Job Crafting Related to the Well‐Being of Colleagues? (2015, methodology): “Decreasing hindering job demands was measured with a subscale of the job crafting scale developed and validated by Tims et al. (2012). An example item of this subscale is “I make sure that my work is mentally less intense.”
When and why do individuals craft their jobs? The role of individual motivation and work characteristics for job crafting (2016, background): “Tims and Bakker (2010) argued that cognitive crafting is more a kind of avoidance coping because individuals do not really shape their jobs but rather adjust their perspective on those work conditions that do not fit with their needs, abilities and preferences.”
Understanding the work passion–performance relationship: The mediating role of organizational identification and moderating role of fit at work (2015, background): “The fulfillment of the competence need is essential for translating internalized work activities into positive outcomes because it contributes to the perception of an internal locus of causality (Tims and Bakker, 2010).”
Daily job crafting and the self-efficacy – performance relationship (2014, methodology): “These findings provide initial support for the assertion that employees who craft their jobs likely change how they feel and perform at work (Tims and Bakker, 2010; Wrzesniewski and Dutton, 2001).”
The consequences of job crafting: a three-wave study (2016, background): “…the job that are functional in achieving work-related goals, reducing job demands and associated costs, or stimulating personal growth and development) and regarding job demands (aspects of the job that require sustained effort and are therefore associated with certain costs) (Tims & Bakker, 2010).”
Breaking through the loss cycle of burnout: The role of motivation (2011, background): “…less likely to actively collect job resources, also known as job crafting – a process whereby employees adjust their job design to their own preferences, such as asking for supervisor feedback, or arranging more access to decision-making (Tims & Bakker, 2010; Wrzesniewski & Dutton, 2001).”
Servant Leadership, Employee Job Crafting, and Citizenship Behaviors: A Cross-Level Investigation (2017, background): “As noted by Tims and Bakker (2010), autonomy facilitates employees to engage in job crafting.”