Design Your Own Job Through Job Crafting

By Evangelia Demerouti. 2014

432 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/aaceeeaeca3e3f27db0aa99ef9d3840cda1c691d

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Transmission of reduction‐oriented crafting among colleagues: A diary study on the moderating role of working conditions (2018, background): “Employees, who craft their jobs, create a work environment that fits their preferences regarding the prevailing job characteristics (see Demerouti, 2014).”
Effectiveness of job crafting interventions: a meta-analysis and utility analysis (2019, methodology): “The JD-R model (Bakker & Demerouti, 2014) argues that different occupations may rely on specific combinations of job resources and job demands.”
Job crafting and playful work design: Links with performance during busy and quiet days (2020, background): “Previous research has produced mixed findings regarding the latter job crafting behavior (for a review, see Demerouti, 2014), and scholars have started to exclude contraction-oriented job crafting behaviors from their study designs (Bakker et al., 2012; Harju et al., 2016).”
The influence of future time perspective on work engagement and job performance: the role of job crafting (2017, neutral): “In line with this reasoning, Demerouti (2014) performed a review of the job crafting literature and concluded that decreasing hindering job demands generally has a negative impact on employee engagement and performance.”
Job crafting and extra-role behavior: The role of work engagement and flourishing (2015, methodology): “However, and similar to the propositions of Job Demands–Resources theory (Demerouti et al., 2001; Bakker & Demerouti, 2014) that resources are the triggers of motivation and engagement, we see that accumulating challenges alone (without taking care of resource accumulation) is less motivating.”
Crafting your Career: How Career Competencies Relate to Career Success via Job Crafting (2017, methodology): “We argue that job crafting is a mediating mechanism between career competencies and career success, thereby empirically testing a recent addition to JD-R theory (Bakker & Demerouti, 2014), which puts forward job crafting as part of a motivational process.”
Multiple levels in job demands-resources theory: implications for employee well-being and performance (2018, neutral): “For example, the well-known demands-control model, effort-reward imbalance model, and job characteristics model (for a brief discussion, see Bakker & Demerouti, 2014) all assume that work characteristics influence employees, but do not explicate how employees may influence their own work…”
Can job crafting reduce job boredom and increase work engagement? A three-year cross-lagged panel study (2016, positive): “We argue that educated employees in particular may actively prevent themselves from becoming bored by crafting their jobs more resourceful, challenging and meaningful (Demerouti, 2014; Tims et al., 2012).”
From job crafting to home crafting: A daily diary study among six European countries (2020, background): “Contextual determinants of spillover of job crafting We already know, therefore, that job crafting is particularly relevant for jobs with high demands because the crafting is deemed an appropriate response to cope with these demands (Demerouti, 2014).”
The value of job crafting for work engagement, task performance, and career satisfaction: longitudinal and quasi-experimental evidence (2019, background): “Therefore, a top-down approach to meet the needs of all employees is no longer a feasible option for organizations (Demerouti, 2014) and it warrants examining how bottom-up or employee-initiated approaches affect work motivation, career development, and task performance.”
Daily transformational leadership and employee job crafting: The role of promotion focus (2018, background): “Job crafting is a specific form of proactive work behaviour that entails changing and reshaping the tasks or relationships that make up the job in order to keep the job challenging, motivating and healthy (Demerouti, 2015; Wrzesniewski & Dutton, 2001).”
When and why do individuals craft their jobs? The role of individual motivation and work characteristics for job crafting (2016, background): “Thereby, the crafting behavior of changing job demands can be linked to task crafting, and changing job resources can be linked to relational crafting (Demerouti, 2014).”
Relational job crafting: Exploring the role of employee motives with a weekly diary study (2018, background): “Employees who limited their social communication networks and interactions may have selected the most critical tasks to invest their energy (Demerouti, 2014).”
Towards a multilevel approach of employee well-being (2015, methodology): “Again, the evidence shows that these effects hold across levels— favourable effects of job crafting have been observed at the between- and within-person level (Demerouti, 2014).”
A meta-analysis on promotion- and prevention-focused job crafting (2018, background): “While the resource-based job crafting conceptualization focuses on motivational and occupational health aspects of job crafting (Demerouti, 2014; Tims et al., 2012), the role-based conceptualization focuses only on motivational aspects of job crafting (Wrzesniewski & Dutton, 2001).”