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Abstract

Job crafting captures the active changes employees make to their own job designs in ways that can bring about numerous positive outcomes, including engagement, job satisfaction, resilience, and thriving. This briefing introduces the core ideas of job crafting theory for management students by defining it, describing why it is important, summarizing key research findings, and exploring what it means for employees, managers, and organizations.
Released 10/09/2007
Revised 8/01/2008
From the Center for
Positive Organizational Scholarship
THEORY-TO-PRACTICE BRIEFING
What is Job Crafting
and Why Does It Matter?=
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By
Justin M. Berg
Research and Development Consultant
Jane E. Dutton
Robert L. Kahn Distinguished University Professor of Business
Administration and Psychology
Amy Wrzesniewski
Associate Professor of Organizational Behavior - Yale School of
Management
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ABSTRACT
Job crafting captures the active changes
employees make to their own job designs
in ways that can bring about numerous
positive outcomes, including engagement,
job satisfaction, resilience, and thriving.
This briefing introduces the core ideas of
job crafting theory for management
students by defining it, describing why it
is important, summarizing key research
findings, and exploring what it means for
employees, managers, and organizations.
THIS PAGE LEFT BLANK INTENTIONALLY
©2007 Regents of the University of Michigan
I take on as much event planning as I can, even though it wasn’t originally part of my job. I do it
because I enjoy it, and I’m good at it. I have become the go-to person for event planning, and I like
my job much more because of it.
Ó=j~êâÉíáåÖ=`ççêÇáå~íçê=
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When I first came here, we started using the new higher-speed equipment. Then lots of new guys
came in. So I started helping them learn the job. Now it’s just expected that I train the new guys. I
did this in my previous job, so I have experience with it, and I like it because I’m able to help and
work with guys from different backgrounds.
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Music is a very important part of my life . . . I often liken teaching to being a musician because
when I’m in front of a classroom, I put on my performance face. It’s the same way with music. I
remember when I was performing with my rock band and the high I got from playing in front of
people was very similar to the high I get from performing teaching in front of students.
Ó=råáîÉêëáíó=iÉÅíìêÉê=
CORE IDEA
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©2007 Regents of the University of Michigan Page 1 of 8
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Page 2 of 8 ©2007 Regents of the University of Michigan
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Individual Outcomes
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Crafting Techniques
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For Employees in General
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©2007 Regents of the University of Michigan Page 5 of 8
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Exposure to Resources:
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Cook’s Job Design Before Crafting
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Utilization of Resources:
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Important Takeaways:
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~î~áä~ÄäÉ=êÉëçìêÅÉëK=
! qÜÉ=í~ëâë=~í=íÜÉ=Äçííçã=çÑ=íÜÉ=After=Çá~Öê~ã=~êÉ=éä~ÅÉÇ=íÜÉêÉ=ÄÉÅ~ìëÉ=íÜÉó=ëÉêîÉ=~ë=íÜÉ=ÑçìåÇ~íáçå=íÜ~í=ëìééçêíë=~åÇ=ëìëí~áåë=
íÜÉ=~Åíì~ä=ÅêÉ~íáçå=çÑ=Åìäáå~êó=~êíK=iáâÉïáëÉI=íÜÉ=åÉï=í~ëâ=çÑ=ÚëÉÉâáåÖ=ÑÉÉÇÄ~Åâ=Ñêçã=ÅìëíçãÉêëÛ=áë=çå=íçé=ÄÉÅ~ìëÉ=íÜÉ=ÄäçÅâë=
ÄÉåÉ~íÜ=áí=ÅêÉ~íÉ=~=ÅçåíÉñí=áå=ïÜáÅÜ=ÑÉÉÇÄ~Åâ=Ñêçã=ÅìëíçãÉêë=áë=ãçêÉ=ãÉ~åáåÖÑìäK=
! ^ää=íÜêÉÉ=Ñçêãë=çÑ=àçÄ=Åê~ÑíáåÖ=~êÉ=áääìëíê~íÉÇ=áå=íÜáë=Éñ~ãéäÉ=~åÇ=~êÉ=~ää=áåíÉêÅçååÉÅíÉÇ=~åÇ=ãìíì~ääó=êÉáåÑçêÅáåÖ=áå=~=î~êáÉíó=
çÑ= ï~óëK= cçê= áåëí~åÅÉI= íÜÉ= ÅçÖåáíáîÉ= êÉÑê~ãáåÖ= çÑ= ÅççâáåÖ= ~ë= ~å= ~êí= ÅÜ~åÖÉë= Üçï= íÜÉ= ~Åíì~ä= ÅççâáåÖ= ~åÇ= ÅäÉ~åáåÖ= áë=
éÉêÑçêãÉÇI=~äíÉêë= íÜÉ= ÅççâÛë= êÉä~íáçåëÜáéë= ïáíÜ=ÅçJïçêâÉêëI=~åÇ=éêçîáÇÉë=ãçíáî~íáçå= Ñçê= ëÉÉâáåÖ= ÑÉÉÇÄ~Åâ= Ñêçã= ÅìëíçãÉêëK=
qÜÉëÉ=í~ëâ=~åÇ=êÉä~íáçå~ä= Åê~ÑíáåÖ= íÉÅÜåáèìÉë= ÅêÉ~íÉ= çééçêíìåáíáÉë=Ñçê= êÉáåÑçêÅáåÖ=íÜÉ=çêáÖáå~ä=ÅçÖåáíáîÉ= êÉÑê~ãáåÖK= få= íÜáë=
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Page 6 of 8 ©2007 Regents of the University of Michigan
For Managers
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páåÅÉ=íÜÉ=êÉëçìêÅÉÑìäåÉëë=áåîçäîÉÇ=áå=àçÄ=Åê~ÑíáåÖ=áë=ÇÉêáîÉÇ=Ñêçã=íÜÉ=àçÄ=Åê~ÑíÉêë=íÜÉãëÉäîÉë=ê~íÜÉê=
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Åê~ÑíáåÖK=bãéäçóÉÉë=ã~ó=ÄÉ=äÉëë=êÉëçìêÅÉÑìä=àçÄ=Åê~ÑíÉêë=áÑ=íÜÉó=Çç=åçí=ÑÉÉä=íêìëíÉÇ=íç=ÅÜ~åÖÉ=íÜÉ=
ëí~íìë=èìçK=`çåîÉêëÉäóI=íêìëíáåÖ=êÉä~íáçåëÜáéë=ÄÉíïÉÉå=ÉãéäçóÉÉë=~åÇ=ã~å~ÖÉêë=ã~ó=ÜÉäé=ìåäçÅâ=
~åÇ=ÉîÉå=ëíáãìä~íÉ=éçëáíáîÉ=àçÄ=Åê~ÑíáåÖI=~ë=íêìëí=ã~ó=ÜÉäé=ÉãéäçóÉÉë=ÑÉÉä=ãçêÉ=ÅçãÑçêí~ÄäÉ=í~âáåÖ=
êáëâë=íÜ~í=ÅçìäÇ=éçíÉåíá~ääó=äÉ~Ç=íç=ÄÉåÉÑáÅá~ä=çìíÅçãÉëK
CONCLUSION
^=ÑÉï=î~äì~ÄäÉ=äÉëëçåë=Å~å=ÄÉ=Ö~áåÉÇ=Ñêçã=àçÄ=Åê~ÑíáåÖ=íÜÉçêóK=cáêëíI=ÇÉëáÖåáåÖ=àçÄë=áë=åçí=àìëí=~=íçéJ
Ççïå=éêçÅÉëëÔÉãéäçóÉÉë=Å~å=~åÇ=Çç=ÉñÉêÅáëÉ=~ÖÉåÅó=íç=êÉÇÉëáÖå=íÜÉáê=çïå=àçÄëK=pç=àçÄ=Åê~ÑíáåÖ=
ëÜçìäÇ=ÄÉ=ÅçåëáÇÉêÉÇ=~å=áåÑäìÉåíá~ä=Ñ~Åíçê=áå=Üçï=ÉãéäçóÉÉë=ÅçåÇìÅí=~åÇ=ÉñéÉêáÉåÅÉ=íÜÉáê=ïçêâK=
pÉÅçåÇI=àçÄ=Åê~ÑíáåÖ=Å~å=éêçÇìÅÉ=éçëáíáîÉ=çê=åÉÖ~íáîÉ=çìíÅçãÉë=Ñçê=áåÇáîáÇì~äë=~åÇ=çêÖ~åáò~íáçåë=
~äáâÉI=ïÜáÅÜ=éêÉëÉåíë=ã~å~ÖÉêë=ïáíÜ=íÜÉ=ÅÜ~ääÉåÖÉ=çÑ=ÑçëíÉêáåÖ=ÄÉåÉÑáÅá~ä=Åê~ÑíáåÖ=ïÜáäÉ=~îçáÇáåÖ=
©2007 Regents of the University of Michigan Page 7 of 8
Åçëíäó=Åê~ÑíáåÖK=i~ëíäóI=íç=ÜÉäé=í~ÅâäÉ=íÜáë=ÅÜ~ääÉåÖÉI=ã~å~ÖÉêë=ëÜçìäÇ=êÉÅçÖåáòÉ=íÜ~í=ÉÑÑÉÅíáîÉ=àçÄ=
Åê~ÑíÉêë=~êÉ=áå=ÉëëÉåÅÉ=ìíáäáòáåÖ=íÜÉáê=àçÄë=~ë=êÉëçìêÅÉë=íç=~ÅÜáÉîÉ=ÇÉëáê~ÄäÉ=çìíÅçãÉëX=ëç=ìåäçÅâáåÖ=
~åÇ=ÉåÅçìê~ÖáåÖ=íÜáë=âáåÇ=çÑ=êÉëçìêÅÉÑìäåÉëë=áë=íÜÉ=âÉó=íç=êÉ~éáåÖ=íÜÉ=ÄÉåÉÑáíë=çÑ=àçÄ=Åê~ÑíáåÖK=
NOTES
= NK= têòÉëåáÉïëâáI=^K=C=aìííçå=gKbK=EOMMNFK=`ê~ÑíáåÖ=~=àçÄW=oÉîáëáçåáåÖ=ÉãéäçóÉÉë=~ë=~ÅíáîÉ=Åê~ÑíÉêë=çÑ=íÜÉáê=ïçêâK=
Academy of Management Review, 26I=NTVJOMNK=
qÜÉ=Éñ~ãéäÉ=çÑ=êÉëí~ìê~åí=Åççâë=Åê~ÑíáåÖ=íÜÉáê=àçÄë=ï~ë=çêáÖáå~ääó=ÑêçãW=
cáåÉI=dK^K=ENVVSFK=gìëíáÑóáåÖ=ïçêâW=lÅÅìé~íáçå~ä=êÜÉíçêáÅë=~ë=êÉëçìêÅÉë=áå=êÉëí~ìê~åí=âáíÅÜÉåëK=Administrative
Science Quarterly, 41I=VMJNNRK=
cáåÉI=dK^K=ENVVSF=Kitchens: The culture of restaurant workK=_ÉêâÉäÉóW=råáîÉêëáíó=çÑ=`~äáÑçêåá~=mêÉëëK=
=OK= fäÖÉåI=aKoKI=C=eçääÉåÄÉÅâI=gKoK=ENVVOFK=qÜÉ=ëíêìÅíìêÉ=çÑ=ïçêâW=gçÄ=ÇÉëáÖå=~åÇ=êçäÉëK=få=jK=aìååÉííÉ=~åÇ=iK=eçìÖÜ=
EbÇëKFI=Handbook of Industrial/Organizational PsychologyK=m~äç=^äíçW=`çåëìäíáåÖ=mëóÅÜçäçÖáëíë=mêÉëëK=
=PK= e~Åâã~åI=gK=oKI=C=läÇÜ~ãI=dKoK=ENVTSFK=jçíáî~íáçå=íÜêçìÖÜ=íÜÉ=ÇÉëáÖå=çÑ=ïçêâW=qÉëí=çÑ=~=íÜÉçêóK=Organizational
Behavior and Human Performance, 16,=ORMJOTVX=~åÇ=e~Åâã~åI=gK=oKI=C=läÇÜ~ãI=dK=oK=ENVUMFK=Work redesignK=oÉ~ÇáåÖI=
j^W=^ÇÇáëçåJtÉëäÉóK=
=QK= dÜáíìäÉëÅìI=_KbI=C=iÉ~å~I=`KoK=EOMMTFK=Designing work in context: Organizational and occupational influences on how
professionals craft their jobs.=j~åìëÅêáéí=ëìÄãáííÉÇ=Ñçê=éìÄäáÅ~íáçåK=oçÅÜÉëíÉê=fåëíáíìíÉ=çÑ=qÉÅÜåçäçÖóK=
=RK=_ä~ÅâI=pK=gKI=C=^ëÜÑçêÇI=pK=gK=ENVVRFK=cáííáåÖ=áå=çê=ã~âáåÖ=àçÄë=ÑáíW=c~Åíçêë=~ÑÑÉÅíáåÖ=ãçÇÉ=çÑ=~ÇàìëíãÉåí=Ñçê=åÉï=
ÜáêÉëK=Human Relations, 48I=QONJQPTX==
= = `~ääÉêçI=mK=iK=ENVVQFK=cêçã=êçäÉ=éä~óáåÖ=íç=êçäÉJìëáåÖW=råÇÉêëí~åÇáåÖ=êçäÉ=~ë=êÉëçìêÅÉK=Social Psychology Quarterly,
57, OOUJOQPX=dê~ÉåI=dK=_K=ENVTSFK=oçäÉJã~âáåÖ=éêçÅÉëëÉë=ïáíÜáå=ÅçãéäÉñ=çêÖ~åáò~íáçåëK=få=jK=aK=aìååÉííÉ=EbÇKFI=
Handbook of Industrial/Organizational PsychologyI=NOMNJNOQRK=`ÜáÅ~ÖçW=o~åÇ=jÅk~ääóX=~åÇ==
= = s~å=j~~åÉåI=gK=C=pÅÜÉáåI=bK=eK=ENVTVFK=qçï~êÇ=~=íÜÉçêó=çÑ=çêÖ~åáò~íáçå~ä=ëçÅá~äáò~íáçåK=Research in Organizational
Behavior, 1I=OMVJOSQK=
= SK= dê~åíI=^KjKI=^äÉñ~åÇÉêI=hKI=dêáÉëÄÉÅâI=^KI=g~ÑÑÉI=^KI=h~Ö~åI=hKI=h~ãáåI=jKI=hÉãÉêäáåÖI=`KI=içåÖI=pKI=k~ÖÉäI=dI=
m~ìäÇáåÖI=qK=C=pï~óåÉI=gK=EOMMTFK=Crafting task significance in service work: Meaning-making through difference-making.=
j~åìëÅêáéí=ëìÄãáííÉÇ=Ñçê=éìÄäáÅ~íáçåK=råáîÉêëáíó=çÑ=jáÅÜáÖ~åK=
= TK= dê~åíI=^KjK=EOMMTFK=oÉä~íáçå~ä=àçÄ=ÇÉëáÖå=~åÇ=íÜÉ=ãçíáî~íáçå=íç=ã~âÉ=~=éêçëçÅá~ä=ÇáÑÑÉêÉåÅÉK=Academy of
Management Review, 32I=PVPJQNTX=~åÇ==
= = dê~åíI=^KjKI=`~ãéÄÉääI=bKjKI=`ÜÉåI=dKI=`çííçåÉI=hKI=i~éÉÇáëI=aKI=C=iÉÉI=hK=EOMMTFK=fãé~Åí=~åÇ=íÜÉ=~êí=çÑ=
ãçíáî~íáçå=ã~áåíÉå~åÅÉW=qÜÉ=ÉÑÑÉÅíë=çÑ=Åçåí~Åí=ïáíÜ=ÄÉåÉÑáÅá~êáÉë=çå=éÉêëáëíÉåÅÉ=ÄÉÜ~îáçêK=Organizational Behavior and
Human Decision Processes, 103I=RPJSTK=
= UK= _ÉêÖI=gKjKI=dê~åíI=^KjKI=C=gçÜåëçåI=sK=EOMMUFK=Your callings are calling: Crafting work and leisure in pursuit of
unanswered occupational callingsK=j~åìëÅêáéí=ëìÄãáííÉÇ=Ñçê=éìÄäáÅ~íáçåK=råáîÉêëáíó=çÑ=jáÅÜáÖ~å=~åÇ=råáîÉêëáíó=çÑ=kçêíÜ=
`~êçäáå~=~í=`Ü~éÉä=eáääK=
= VK= _~êâÉê=`~ò~I=_K=EOMMTFK=Experiences of adversity at work: Toward an identity-based theory of resilienceK=råéìÄäáëÜÉÇ=
ÇçÅíçê~ä=ÇáëëÉêí~íáçåK=råáîÉêëáíó=çÑ=jáÅÜáÖ~åK=
Page 8 of 8 ©2007 Regents of the University of Michigan
... Previous studies have explained work identity distinctively, different from the meaning of work (Berg et al., 2008;Wrzesniewski, 2002;Wrzesniewski & Dutton, 2001). While work identity is more likely Widhawan Aryo Pradhita Living in Artistic Career to focus on self-concept regarding oneself at work (F. ...
... For professionals, self-efficacy may impact their crafting on a daily basis, where they continuously seek learning opportunities and challenges from work (Tims et al., 2014). Crafting one's job is also driven by individual motives, such as need for job control, social connection, positive self-image at work, ability to cope with challenges, and fulfillment of work (Berg et al., 2008). ...
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Professional musicians have been continuously facing difficulties in career over time. One of the psychological threats for musicians is to lose their identity at work, which may lead to abandonment of their potential lifetime career. Previous studies have not emphasized the importance of certain work efforts to maintain work identity in the context of music career. This study conducted a literature review on the job crafting role to musicians’ work identity, and aimed to elaborate the existing concepts with the context of music profession. Using theoretical frameworks of job crafting and Job Demand-Resource theory, this study proposed theoretical perspectives to support the theories, by identifying five dimensions of job crafting (task, relational, cognitive, emotional, and physical) for professional musicians, as well as building a conceptual model that may help musicians to maintain work identity. This study also contributed theoretical insights and implications regarding the job crafting role towards identity construction for musicians, which could be considered during the current pandemic.
... Eventually, increasing social job resources entails requesting guidance and feedback from coworkers and superiors (Rudolph et al., 2015) Job crafting has a specific positive relationship with work performance as workers can perform better when they make changes to their jobs (Tims, Bakker and Derks, 2015). Berg, Dutton and Wrzesniewski (2008) called attention to the fact that job crafting promotes positive behaviour at work such as increase in personal advancement and capabilities, ability to cope up with any unpleasant situation and increased distinguishing proof with one's work. According to Dorenbosch, Bakker, Demerouti,and Van Dam (2013), job crafting affects not only work engagement but also work performance. ...
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Introduction: Disasters are sudden or frequent events that cause social, economic, environmental, and physical losses, negatively affect the people and environment. It can be natural or man-made events that have both negative and positive effects of a disaster but the negative effects are much higher than the positive effects. After industrial revolution, the world has seen an increasing trend in frequency of natural disasters, and an increase in the number of affected populations with severe losses and damages (IPCC, 2012; Facello, 2013). Disasters affect are posing additional pressure to combat its impacts. Therefore, adequate measures/actions are required before (pre-disaster), during (during disaster) and after (post-disaster) all disaster events. For making successful combat of a disaster and its impacts, countries must have an effective Disaster Management (DM) System. Today, Disaster Management Systems (DMS) have been developed with an idea of establishing effective and efficient management to reduce disaster damage, prevent loss of life, property and others caused by the disasters. It could include plans, programs, policies, and necessary arrangements to engage public and private organizations in a comprehensive and coordinated way to respond to disasters (Facello, 2013). Therefore, DMS is a product of an interdisciplinary study and its strategies and systems can differ from country to country. For instance, Turkey and Japan often face geological and meteorological disasters; Bangladesh and the USA often face meteorological disasters; etc. These countries pose a diverse landscape and are affected by many other types of disasters. In this chapter, the contexts of the DM system have been discussed; examples from different DM systems have been provided, challenges have been defined. The aim is to highlight the contexts of DM System, efficacy of DM systems and challenges, and to provide an insight for a more effective DM system.
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Çalışma hayatı değişimin etkisiyle her geçen gün yeni bakış açıları, yeni kavramlar ve yeni çalışma davranışları ile zenginleşmektedir. Bu zenginliğin dinamikleri, işgücü piyasasını daha fazla kâr ve daha yüksek verimlilik beklentileriyle etkilemektedir. Dolayısıyla, işgücünün çalışma hayatının kendisinden beklediği şekilde davranış sergileyebilmesi, istihdam edilebilirliği için daha da önemli hale gelmektedir. İşgücünün sadece zihinsel ve fiziksel emeğini değil, aynı zamanda niteliklerini, duygularını, kişiliğini ve karakterini de değişime uydurarak örgütsel amaç doğrultusunda davranış sergilemesi, işgücü piyasasını pek çok farklı noktalarla etkileyerek karmaşık süreçleri yaratmaktadır. Küreselleşme, teknolojik gelişmeler, esneklik, kuralsızlaşma gibi etkilerle çalışma hayatı pek çok proaktif iş süreçlerine kavuşsa da aynı zamanda daha belirsiz, daha güvencesiz, daha riskli ve daha stresli bir çalışma hayatını da beraberinde getirmiştir. Bu nedenle değişimin dinamiklerini tanımlamak, çalışan davranışları ve işgücü piyasasında yaratacağı etkileri öngörebilmek işgücüne istihdam gücü sağlarken, örgütlere de önemli bir rekabet avantajı kazandıracaktır. Bu kitapta çalışma hayatındaki değişim dinamiklerinin işgücü piyasasına yansımaları, farklı başlıklar altında ele alınmaktadır. Alanında uzman akademisyenlerin perspektifinden değişimin etkileri çok değerli içgörüler içermektedir. Öncelikle değişim dinamiklerinden teknolojik gelişimin çalışma hayatına yansıması, sonrasında göçmenlerin işgücü piyasasına etkileri ele alınmaktadır. Değişimin çalışan ve örgüt davranışlarında yarattığı etkileri ifade eden bölümlerle çalışma hayatındaki değişim ve davranışa ilişkin yelpaze genişletilerek aktarılmaktadır. Doç. Dr. Özlem DEMİR tarafından yazılan “Endüstri 4.0 ve İşgücü Piyasasına Etkileri” bölümü, teknolojik gelişmeler ve dijitalleşmenin çalışma hayatındaki değişim sürecine değinerek, Endüstri 4.0 ‘nın çalışma hayatına etkisini yeni çalışma biçimleri olarak yansıttığı gig ekonomisi ve platform çalışma kavramları üzerinden ele almaktadır. Teknolojik gelişmeler ve dijitalleşme, yeni meslek ve iş fırsatları sunarken aynı zamanda emeği teknoloji ile yarıştırmasından dolayı istihdam kayıpları ve güvencesiz çalışma biçimleri yaratarak işgücünü ekonomik, sosyal ve psikolojik pek çok risklere de maruz bırakmaktadır. Teknolojik gelişmenin en büyük risklerinden birisi de teknostrestir. Doç. Dr. Serdar YENER tarafından yazılan “ Teknostres“ bölümü ile teknolojik gelişmenin örgütlere yansıyacak olumsuz sonuçlarına ilişkin, yöneticilerin strateji geliştirmelerinin ve müdahaleler yapmalarının, yaşanacak teknostresi azaltmada oldukça etkili olduğunun altı çizilmektedir. Teknolojik gelişmenin ve dijitalleşmenin etkisiyle ortaya çıkan metaverse kavramı da çalışma hayatını etkilemektedir. Dr. Öğr. Üyesi Okan TÜRK tarafından yazılan “Turizm ve Metaverse Üzerine Kavramsal Bir İnceleme” bölümü ile metaversenin tarihsel gelişim süreci ele alındıktan sonra turizm sektöründeki etkileri aktarılmaktadır. Metaversenin gelişmesiyle turizm sektörü çalışanlarının işlerini, sanal teknolojiye kaptırma riskinin olduğunun altı çizilmektedir. Teknolojik gelişmelerin çalışma hayatına yansıması ele alındıktan sonra göçün işgücü piyasası üzerindeki etkisi Dr. Öğr. Üyesi Neslihan KILINÇ ve İrem Nur KARAÖZKÖK tarafından yazılan “Yedek İşgücü Ordusu Olarak Göçmenler: Tokat İli Örneği“ bölümü ile ele alınmaktadır. Çalışmada, yerli işgücünün çalışmaktan kaçındığı alanlarda göçmen işçilerin çalışmaya rıza göstermelerinin, işgücü piyasasını sermaye lehine tabakalaşması sonucunu doğurduğu önemle belirtilmektedir. Değişimin çalışma hayatında yarattığı etkiler Dr. Öğr. Üyesi Duygu ÖZYILMAZ MİSİCAN tarafından yazılan “İş Becerikliliği Davranışının X ve Y Kuşağı Üzerinden Çalışma Hayatına Yansıması” bölümü ile aktarılmaktadır. Kuşaklar arasındaki çalışma davranışı farklarının silikleşerek, kuşakların çalışma hayatının beklediği çalışma davranışlarını sergilemesi ve değişimin yarattığı çalışan tipinde buluşturması dikkat çekmektedir. Değişimin örgüt tarafında proaktif iş süreçleri yaratarak kâr ve verimliliği artıran, rekabet avantajı sunan etkilerinde örgütün izlediği stratejik yönetimler oldukça etkilidir. Dolayısıyla, liderin özellikleri çalışanların iş performanslarından, örgütsel aidiyete kadar pek çok örgütsel çıktıyı önemli ölçüde tetiklemektedir. Dr. Öğr. Üyesi Nuray TÜRKOĞLU tarafından yazılan “Otel Çalışanlarının Yöneticilerine Duydukları Güven Hususunda Ateşleyici ve Sorumlu Liderliğin Rolü” bölümü ile liderin tutumu ile motivasyonu düşmüş, iş tatmini azalmış çalışanlar üzerinde nasıl etkisi olduğu tanımlanmaktadır. Değişimin işgücü üzerinde yarattığı yeni çalışma davranışlarının çalışan üzerindeki yarattığı baskı ve stresi kontrol etmede lider tutumunun vurgusu öne çıkmaktadır. Hümeyra YENER tarafından yazılan “Spiritüel (Manevi) Liderlik” bölümü ile spirütüel liderliğin özellikle çalışanların performanslarını, örtük ve açık bilgi paylaşım davranışlarını, inovasyon ve proaktif davranışlarını etkileyerek iç motivasyonlarını yükselten etkisi ele alınmaktadır. Kitap içerdiği konularla, çalışma hayatındaki değişimi ve etkilerini tanımlamaya dair literatüre katkı sağlamayı hedeflemektedir.
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This book provides a great collection of work design testimonies with transferable lessons across many industry sectors and domains. It discusses physiological and cognitive parameters, teamwork, social aspects, organizational, and broader factors that influence work design initiatives. It is important to learn from practitioner stories and real-world conditions that affect the theoretical applications of work design. Readers will benefit from understanding the struggles and successes of the authors. The chapters cover a wide spectrum of human factors and user needs, including decision making in (ab)normal and safety-critical situations, physical ergonomics, design-in-use modifications, and tailored training. The text examines holistic approaches that lead to improved work methods, worker engagement, and effective system-wide interventions. Ergonomic Insights: Successes and Failures of Work Design is primarily written for professionals and graduate students in the fields of ergonomics, human factors, and occupational health and safety. Educators will also benefit from using these case studies in class lessons.
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Despite the widespread negative views within Japanese ELT and the mass media of eikaiwa and the high turnover of instructors, many teachers have sustained their motivation for the job. Through interviews with eikaiwa teachers with more than a decade in the industry, this presentation explores the satisfaction and frustration of their basic psychological needs (autonomy, relatedness, and competence) as defined within self-determination theory, and the job crafting methods they use to maintain their motivation.
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In today's intensely competitive business environment, innovation and learning orientation can be important for sustainability. In addition, individuals with high levels of life satisfaction can evaluate both themselves and their environment more positively. Job crafting, on the other hand, can be exhibited in order to obtain positive results for both individual and the organization through the changes made by the employees. In this direction, it is aimed to examine the effect of learning orientation on life satisfaction and to examine the role of job crafting on this effect. Within the framework of the research purpose, data were collected by applying a questionnaire to 480 bank managers working in the public and private sectors in Balıkesir, Bilecik, Bursa, Çanakkale and Yalova provinces in the Southern Marmara region by means of convenience sampling. The data obtained were evaluated through explanatory and confirmatory factor analyses, correlation analysis and structural equation modeling. Within the scope of the study findings, it was determined that learning orientation affects life satisfaction positively and significantly, and there is a partial mediation role of job crafting in this effect.
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Kemampuan seorang individu dalam merubah perilaku kerjanya atas inisiatif dirinya sangat penting diperhatikan terutama pada wanita yang bekerja khususnya secara work from home. Seorang karyawan yang memiliki potensi untuk menciptakan pekerjaan dan mengubah cara dimana mereka dapat memecahkan permasalahan membutuhkan adanya kecerdasan atau kemampuan yang dikaitkan dengan adversity quotient. Selain itu, adanya tingkat kepercayaan diri yang dapat menyelesaikan tugas atau sebuah pekerjaan tertentu dapat menjadi faktor pendorong sekaligus dalam memprediksi perilaku tertentu dalam meningkatkan job crafting. Penelitian ini bertujuan untuk mengetahui hubungan antara adversity quotient dan self-efficacy dengan job crafting pada wanita bekerja dengan sistem WFH. Metode penelitian ini menggunakan pendekatan kuantitatif. Populasi dalam penelitian ini adalah wanita yang bekerja dengan sistem WFH. Teknik pengambilan sampel menggunakan purposive sampling dengan kriteria seorang ibu yang bekerja sebagai pegawai tetap di Surabaya dan menjalani work from home minimal 1 hari dalam seminggu. Dengan kriteria di atas, jumlah partisipan yang terlibat dalam penelitian ini sebanyak 65 partisipan. Teknik pengumpulan data yang digunakan dengan menggunakan instrumen skala adversity quotient dengan reliabilitas 0,925, skala self-efficacy dengan reliabilitas 0,922, dan skala job crafting dengan reliabilitas 0,974. Data dianalisis dengan teknik analisis korelasi berganda dengan menggunakan bantuan software SPSS 25.0. Hasil penelitian menunjukkan bahwa terdapat hubungan antara adversity quotient dengan job crafting dan self-efficacy dengan job crafting.
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Today, the impact of rapidly changing information and technology can be seen in the workplace. In this rapid change process, the human resources of organizations should be managed correctly and effectively. Today's economic conditions show that the most important resource in both private and public institutions is human resources. In order for employees to be successful and feel happy, job and employee harmony should be ensured, employees should be employed in jobs that are suitable for their personal characteristics, values and beliefs. Municipalities that provide a public service aim to prevent problems before they arise in the service process and to provide quality service. For this, employees who can show proactive behaviour are needed. In this study, the quantitative research method has been preferred to measure employee behaviours, and the job crafting scale and job engagement scale have been used. Data have been collected through questionnaires from 207 participants among the employees of the district municipality within the borders of Kocaeli Province. Demographic characteristics such as age, gender, educational status and institutional seniority of the sample have also been reported in the survey. According to the study's findings, job crafting has a positive impact on job engagement, cognitive crafting has a positive impact on job engagement, and relational crafting has a positive impact on job engagement The SEM results have shown that each hypothesis (H1, H2, and H3) have been accepted.
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Purpose: In this study, it is aimed to determine the role of human resource management practices, from the focus of control and commitment, on the job crafting behaviors of employees. Methodology: In accordance with the purpose of the study, a total of 22 people among the third year students of the Human Resources Management Department of a university in Izmir, were selected and semi-structured interviews were conducted. The answers obtained from the interviews were analyzed and interpreted with the descriptive analysis method. Findings: As a result of the research, it has been determined that while control-oriented human resource management practices make it difficult for the emergence of job crafting, commitment-oriented human resource management practices facilitate the emergence of job crafting. Additionally it has been observed that some control-oriented human resource management practices can positively affect the job crafting of employees. Originality: In the literature, there are not many studies examining the concept within the scope of control and commitment-oriented human resources management practices. This study is important in terms of being the first study in this focus in Turkish literature. Keywords: Job Crafting, Human Resources Management, Control-Oriented Human Resources Practices, Commitment-Oriented Human Resources Management Practices. JEL Codes: J24, M12, O15. Amaç: Bu çalışmada, kontrol ve bağlılık odağından insan kaynakları yönetimi uygulamalarının çalışanların iş becerikliliği davranışları üzerindeki rolünü belirlemek amaçlanmıştır. Yöntem: Çalışmanın amacı doğrultusunda İzmir ilinde bulunan bir üniversitenin İnsan Kaynakları Yönetimi Bölümü üçüncü sınıf öğrencilerinden 22 kişi seçilmiş ve yarı yapılandırılmış görüşmeler gerçekleştirilmiştir. Görüşmelerden elde edilen cevaplar betimsel analiz yöntemiyle incelenmiş ve yorumlanmıştır. Bulgular: Araştırma sonucunda, kontrol odaklı insan kaynakları yönetimi uygulamalarının iş becerikliliğinin ortaya çıkmasını zorlaştırırken, bağlılık odaklı insan kaynakları yönetimi uygulamalarının iş becerikliliğinin ortaya çıkmasını kolaylaştırdığı belirlenmiştir. Ayrıca bazı kontrol odaklı insan kaynakları yönetimi uygulamalarının da çalışanların iş becerikliliğini olumlu yönde etkileyebileceği görülmüştür. Özgünlük: Literatürde kavramı henüz kontrol ve bağlılık odaklı insan kaynakları yönetimi uygulamaları kapsamında inceleyen fazla çalışmaya rastlanamamıştır. Bu çalışma, Türkçe literatürde bu odakta yer alan ilk çalışma olması açısından önem teşkil etmektedir.
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