Job Crafting and Cultivating Positive Meaning and Identity in Work

By Amy Wrzesniewski, Nicholas Lobuglio, Jane E. Dutton, Justin M. Berg. 2013

385 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/f78e97cc89ef5091b5e6905ecaa1821c8d08543e

How researchers see this paper

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

In Gender Studies

In Organizational Behavior and Human Resource Management

Citations in the corpus

The process of reinventing a job: A meta–synthesis of qualitative job crafting research (2019, background): “Examples of outcomes studied in research following this conceptualization of job crafting are a change in one's work identity, self–image, and the meaningfulness of work (Berg, Wrzesniewski, et al., 2010; Mattarelli & Tagliaventi, 2015; Wrzesniewski, LoBuglio, Dutton, & Berg, 2013).”
Engaged and Productive Misfits: How Job Crafting and Leisure Activity Mitigate the Negative Effects of Value Incongruence (2016, background): “Job crafting is a new and growing literature that demonstrates a variety of behavioral gains, such as positive emotions, satisfaction, and job engagement (see Berg et al., 2013; Wrzesniewski et al., 2013).”
Workplace Well-Being: The Role of Job Crafting and Autonomy Support (2015, background): “Task crafting provides employees with potential opportunities to introduce new elements into their jobs, initiate changes to the design of their jobs or, indeed, initiate changes to the organizations for which they work (Wrzesniewski et al. 2013).”
Does job crafting always lead to employee well-being and performance? Meta-analytical evidence on the moderating role of societal culture (2020, background): “…are likely to increase employee well-being because they may lead to positive endstates, such as an enhanced positive self-image (Lyons, 2008; Niessen et al., 2016; Wrzesniewski & Dutton, 2001) and perception of work meaningfulness (Berg et al., 2013; Tims et al., 2016; Wrzesniewski et al., 2013).”
Weekly job crafting and leisure crafting: Implications for meaning‐making and work engagement (2017, background): “Theoretical work by Wrzesniewski, Dutton, and Debebe (2003) as well as Wrzesniewski et al. (2013) describes how job crafting has potential linkswith creatingmeaning around one’s job.”
Meaningful Work, Job Resources, and Employee Engagement (2021, background): “It may therefore be the case that employees experience less meaningfulness when job resources are provided by managers rather than being self-directed or ”crafted” [33] within their work role.”
Servant Leadership, Employee Job Crafting, and Citizenship Behaviors: A Cross-Level Investigation (2017, background): “…documented the positive consequences of job crafting to the actor, such as increased engagement, enhanced meaning of work, better person–job fit, higher level of job satisfaction, lower turnover, and the cultivation of positive identities (Bakker, Tims, & Derks, 2012; Wrzesniewski et al., 2013).”
Job crafting and playful work design: Links with performance during busy and quiet days (2020, background): “…cognitive crafting refers to expanding the perception of task boundaries or focusing perceptions on tasks that are most meaningful (Berg, Dutton, & Wrzesniewski, 2013), playful work design refers to proactively changing the experience of work activities by designing these activities to be more…”