The structure and function of job crafting
Abstract
The current study examines the definition, dimensional structure, and nomological network of job crafting, in addition to the ability profiles of job crafters. Job crafting is defined as the physical, cognitive, social, technological, and procedural changes to a job that a worker makes with the intention of improving the job for themselves. Two general categories of job crafting are proposed: an active and goal directed efficiency/effectiveness job crafting and a less active withdrawal oriented form of job crafting. Study one is a qualitative inquiry into the dimensional structure of job crafting, with analyses suggesting seven dimensions. Categories of efficiency/effectiveness job crafting include: work role expansion; implementing work organization; metacognition; adoption of knowledge and technology; and social expansion and facilitation. Withdrawal oriented job crafting includes categories of withdrawal and work role reduction. Study two is an examination of the descriptive characteristics and employees' perceived outcomes of each type of job crafting. Results support the presence of general efficiency/effectiveness and withdrawal oriented categories of job crafting. They also show that elements of efficiency/effectiveness job crafting are perceived as requiring more effort, being engaged more frequently, and being more effective than some elements of withdrawal oriented job crafting. Study three is a quantitative examination of the antecedents and consequences of both types of job crafting. Results suggest that efficiency/effectiveness job crafting is predicted by contextual characteristics supporting job crafting; personal characteristics; and personal work objectives. Efficiency/effectiveness job crafting subsequently predicts outcomes of performance, development, and work experience. Withdrawal oriented job crafting is predicted by personal characteristics and contextual characteristics supporting job crafting. Study four is a quantitative examination of the structure and outcomes of individuals' job crafting ability profiles. Results suggest the presence of five distinct clusters of job crafters. High ability crafters tend to have higher rankings of performance and development than low ability job crafters and some intermediate ability job crafters. However, intermediate and low ability job crafters tend to experience less strain than high ability job crafters. Results, limitations, future directions and managerial implications are discussed.
Degree
Ph.D.
Advisors
Campion, Purdue University.
Subject Area
Organizational behavior
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