"The effect of autonomy, skill variety, organizational learning culture and HRM on job crafting"

Lazazzara, Alessandra; Ghiringhelli, C; Nacamulli, R

doi:10.5465/ambpp.2015.17635abstract

Cited by 5 publications

(3 citation statements)

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“…It is therefore recommended that this type of job crafting be facilitated among employees. Building on our results, managers can play an active role in motivating individuals to undertake proactive behaviors by promoting initiatives and supporting experimentation (e.g., Lazazzara, Quacquarelli, Ghiringhelli, & Nacamulli, 2015) or assisting them in pursuing their unanswered callings (Berg et al, 2010a). Social support and organizational culture play an important role in the implementation of these practices, which often represent an under-the-radar type of self-training (Lyons, 2008) that is difficult to identify but strongly affects organizational outcomes.…”

Section: Practical Implicationsmentioning

confidence: 83%

“…At the same time, employees could be made aware of the potential negative results of approach and avoidance crafting: even though these behaviors allow one to move toward desired states or reduce perceptions of employees' strain (Bruning & Campion, 2018;Rafaeli, 1989), both may generate unintended consequences (e.g., work intensification, stress, turnover), rendering it necessary for managers to play the role of coach in this process (Lazazzara et al, 2015) to direct these proactive behaviors in the right way. Several intervention studies have described how job crafting can also be stimulated among employees and guided in such a way that individuals are most likely to reap positive outcomes (Gordon et al, 2015;Van Wingerden et al, 2013).…”

Section: Practical Implicationsmentioning

confidence: 99%

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The Process of Reinventing a Job: A Meta–Synthesis of Qualitative Job Crafting Research

Lazazzara¹,

Tims²,

Gennaro³

2019

Preprint

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Two different research streams are encountered in the job crafting literature. The first, defined as task, cognitive, and relational job crafting by Wrzesniewski and Dutton (2001), has predominantly applied qualitative research designs to explore how employees craft their jobs to better align them with their preferences, abilities, and motivations to enhance work meaning and identity. The second stream, characterized by crafting job demands and job resources (Tims & Bakker, 2010), focuses mostly on quantitative research designs and examines the antecedents of job crafting and whether those antecedents are related to work-related well-being and performance. Although the quantitative studies have recently been meta-analyzed (Lichtenthaler & Fischbach, 2018; Rudolph, Katz, Lavigne, & Zacher, 2017), the knowledge that is captured in the qualitative studies has not been formally integrated. We contribute to a better understanding of job crafting by conducting a meta-synthesis of the qualitative research. Analyzing 24 qualitative studies, we developed a process model of job crafting that enhances an in-depth understanding of the processes associated with job crafting. More specifically, we highlight the motives for job crafting (i.e., proactive or reactive) and how the specific context may influence the form of job crafting in which individuals engage. Next, the process model shows that personal factors connect job crafting forms to the experienced job crafting consequences. The process model enables a better understanding of the conditions under which job crafting is most likely to generate positive or negative experiences.

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Section: Practical Implicationsmentioning

confidence: 83%

Section: Practical Implicationsmentioning

confidence: 99%

The Process of Reinventing a Job: A Meta–Synthesis of Qualitative Job Crafting Research

Lazazzara¹,

Tims²,

Gennaro³

2019

Preprint

Self Cite

View full text Add to dashboard Cite

show abstract

“…Accordingly, previous research found job characteristics such as job autonomy (e.g. Lazazzara, Quacquarelli, Ghiringhelli, & Nacamulli, 2015) and workload (e.g. Wang, Demerouti, & Bakker, 2017) to have a positive relationship with job crafting.…”

Section: Discussionmentioning

confidence: 97%

The moderating role of HR practices on the career adaptability–job crafting relationship: a study among employee–manager dyads

Federici

Boon

Hartog

2019

The International Journal of Human Resource Management

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This study aims to investigate whether career adaptability could enhance an employee's work engagement through job crafting behaviors and to address the role of HR practices in this relationship. Based on career construction theory, we first examine whether career adaptability, as a self-regulatory competency may trigger enhanced job crafting behaviors, which in turn increase employee's work engagement. Second, we propose a moderation model in which different implemented high-performance work practices (HPWPs) moderate the relationship between career adaptability and job crafting. The results show that job crafting mediated the positive relationship between career adaptability and work engagement. The results support the hypothesized moderation only for opportunityenhancing HPWPs. The relationship between career adaptability and job crafting is positive and significant for medium and high opportunity-enhancing HPWPs, but not for low levels of this HPWPs domain. The results imply that through the implementation of opportunity-enhancing HPWPs organizations can create a room for employees to express their adaptability at work through crafting their jobs, which in turn relates to work engagement. ARTICLE HISTORY

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Work Digitalization and Job Crafting: The Role of Attitudes Toward Technology

Gennaro

Adinolfi

Piscopo

et al. 2021

Organizing in a Digitized World

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"The effect of autonomy, skill variety, organizational learning culture and HRM on job crafting"

Cited by 5 publications

References 0 publications

The Process of Reinventing a Job: A Meta–Synthesis of Qualitative Job Crafting Research

The Process of Reinventing a Job: A Meta–Synthesis of Qualitative Job Crafting Research

The moderating role of HR practices on the career adaptability–job crafting relationship: a study among employee–manager dyads

Work Digitalization and Job Crafting: The Role of Attitudes Toward Technology

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