Description
Book SynopsisAlthough most jobs are initially designed by managers, employees also play an important role in this phase through a proactive behavior called ‘job crafting’. It describes a bottom-up approach that consists of customizing and modifying structural, relational, and cognitive aspects of one’s job to match personal skills, attitudes, and inclinations. The literature on this subject has been developing for over 20 years but requires a recapitulation to bring together different and often disconnected contributions and provide a concise research agenda for scholars wishing to approach the study of these issues.
This book provides a conceptual framework on job crafting by demonstrating how its practice results in a more meaningful and satisfying work experience. This book is the first to investigate this area of study in such a complete and exhaustive way: it takes a managerial perspective to identify the antecedent and outcome variables of job crafting and suggests behaviors which managers should steer clear from to avoid facing negative and unexpected consequences.
Trade ReviewThe author describes the theory and research on the process of individual job redesign aimed at better shaping a job to an employee's interests, abilities, and needs and creating better results in terms of engagement, satisfaction, motivation, performance, and positive thinking. He discusses the characteristics and definitions of job crafting, the historical background on theories of job crafting, meta-analyses and meta-syntheses on job crafting, and current research and future perspectives. -- Annotation ©2019 * (protoview.com) *
Table of ContentsChapter 1. Introduction to job crafting Chapter 2. Historical background Chapter 3. Meta-analyses and meta-syntheses on job crafting Chapter 4. Current research and future perspectives Chapter 5. Conclusions
