Job crafting refers to changes to a job that workers make with the intention of improving the job for themselves. It may include structural (i.e., physical and procedural), social, and cognitive forms. We draw on two studies to develop a role-resource approachavoidance taxonomy that integrates and extends the dominant role-and resource-based perspectives of job crafting according to characteristics of approach and avoidance. Study 1 used both qualitative and quantitative methods to analyze job crafting activities described during employee interviews to understand the nature and outcomes of specific job crafting activities. Study 2 provides quantitative support for the specific job crafting types emerging from Study 1, and further explores job crafting outcomes. Approach role crafting includes role expansion and social expansion, while avoidance role crafting includes work-role reduction. Role crafting outcomes include: increased enrichment, increased engagement, and decreased strain through changes in work role boundaries. Approach resource crafting includes work organization, adoption, and metacognition, while avoidance resource crafting includes withdrawal crafting. Resource crafting outcomes include: increased performance, increased engagement, and reduced strain through the development, acquisition, and conservation of resources. Avoidance crafting positively relates to work withdrawal and tends to have fewer relationships with positive outcomes compared to approach crafting. Work is changing as organizational structures flatten and the responsibility for productivity improvements and stress management relies more on employees' proactivity and self-management (Grant & Parker, 2009; Stewart, Courtright, & Manz, 2011). The self-management practice of job crafting, or the changes that employees make to their jobs, helps explain how employees develop strategies to cope with work demands to increase enrichment, performance, and well-being (Tims, Bakker, & Derks, 2012; Wrzesniewski & Dutton, 2001). Job crafting represents individually initiated job (re)design and can be explained by role-and resource-based perspectives. Research adopting the role-based perspective defines job crafting in terms of individuals' work roles and the changes they make to the boundaries of the task, as well as the relational and cognitive domains of work (e.g.
