Job Crafting and Performance: Literature Review and Implications for Human Resource Development

By Jae Young Lee, Yunsoo Lee. Human Resource Development Review, 2018

138 citations recorded by the source corpus.

Although work design is a significant theoretical foundation of human resource development (HRD), it has garnered little attention from researchers in the HRD field. To help remedy this oversight, we review job crafting, which is one of the most recent and significant work design theories. After reviewing 28 empirical studies examining the relationship between job crafting and performance, we discuss future research possibilities and implications for HRD theory and practice. As job crafting has been shown to have a positive relationship with performance, we encourage HRD researchers and practitioners to extend their understanding and application of job crafting.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/9c4b699aebc9ce42ce5717bb0a1b47c86666e27a

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. L. Dubbelt
2. Evangelia Demerouti
3. S. Rispens
4. Arnold B. Bakker
5. Wilmar B. Schaufeli

In Organizational Behavior and Human Resource Management

1. S. Rispens
2. L. Dubbelt
3. Evangelia Demerouti
4. Arnold B. Bakker
5. Wilmar B. Schaufeli
6. Toon W. Taris
7. M. Tims
8. Osman M. Karatepe

Citations in the corpus

• The value of job crafting for work engagement, task performance, and career satisfaction: longitudinal and quasi-experimental evidence (2019, background): “…of the job (reducing/decreasing demands or contraction-/prevention-/avoidance crafting) is rather detrimental as it is considered as a reactive way to protect one’s health (Demerouti & Peeters, 2018), which may help to prevent employees’ exhaustion but does not act as a motivator (Lee & Lee, 2018).”