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?=

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

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.

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2007 Regents of the University of Michigan

I take on as much event planning as I can, even though it wasnt originally part of my job. I do it
because I enjoy it, and Im good at it. I have become the go-to person for event planning, and I like
my job much more because of it.
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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 its 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 Im 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 Im in front of a classroom, I put on my performance face. Its 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.
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CORE IDEA
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2007 Regents of the University of Michigan

Page 1 of 8

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2007 Regents of the University of Michigan

Crafting Techniques

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2007 Regents of the University of Michigan

Page 3 of 8

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Page 4 of 8

2007 Regents of the University of Michigan

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PRACTICAL IMPLICATIONS

For Employees in General

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2007 Regents of the University of Michigan

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Cooks Job Design Before Crafting

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Page 6 of 8

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2007 Regents of the University of Michigan

For Managers
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2007 Regents of the University of Michigan

Page 7 of 8

=~K=i~I===~==~I=~~===~===
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NOTES
= NK= tI=^K=C=a=gKbK=EOMMNFK=`~=~=W=o==~=~=~===K=
Academy of Management Review, 26I=NTVJOMNK=
q=~==~~==~===~=~=W=
cI=dK^K=ENVVSFK=g=W=l~~==~===~~=K=Administrative
Science Quarterly, 41I=VMJNNRK=
cI=dK^K=ENVVSF=Kitchens: The culture of restaurant workK=_W=r==`~~=mK=
=
OK= fI=aKoKI=C=eI=gKoK=ENVVOFK=q===W=g==~=K=f=jK=a=~=iK=e=
EbKFI=Handbook of Industrial/Organizational PsychologyK=m~=^W=`=m=mK=
=

PK= e~~I=gK=oKI=C=l~I=dKoK=ENVTSFK=j~=====W=q==~=K=Organizational
Behavior and Human Performance, 16,=ORMJOTVX=~=e~~I=gK=oKI=C=l~I=dK=oK=ENVUMFK=Work redesignK=o~I=
j^W=^JtK=

QK= dI=_KbI=C=i~~I=`KoK=EOMMTFK=Designing work in context: Organizational and occupational influences on how

professionals craft their jobs.=j~===~K=o=f==qK=

RK= _~I=pK=gKI=C=^I=pK=gK=ENVVRFK=c===~==W=c~=~===~===
K=Human Relations, 48I=QONJQPTX==

= = `~I=mK=iK=ENVVQFK=c==~==JW=r~==~=K=Social Psychology Quarterly,

57, OOUJOQPX=d~I=dK=_K=ENVTSFK=oJ~====~~K=f=jK=aK=a=EbKFI=
Handbook of Industrial/Organizational PsychologyI=NOMNJNOQRK=`~W=o~=jk~X=~==
= = s~=j~~I=gK=C=pI=bK=eK=ENVTVFK=q~=~===~~~=~~K=Research in Organizational
Behavior, 1I=OMVJOSQK=
= SK= d~I=^KjKI=^~I=hKI=dI=^KI=g~I=^KI=h~~I=hKI=h~I=jKI=hI=`KI=iI=pKI=k~I=dI=
m~I=qK=C=p~I=gK=EOMMTFK=Crafting task significance in service work: Meaning-making through difference-making.=
j~===~K=r==j~K=
= TK= d~I=^KjK=EOMMTFK=o~~===~==~==~=~=~=K=Academy of
Management Review, 32I=PVPJQNTX=~==
= = d~I=^KjKI=`~I=bKjKI=`I=dKI=`I=hKI=i~I=aKI=C=iI=hK=EOMMTFK=f~=~==~==
~=~~W=q===~==~===~K=Organizational Behavior and
Human Decision Processes, 103I=RPJSTK=
= UK= _I=gKjKI=d~I=^KjKI=C=gI=sK=EOMMUFK=Your callings are calling: Crafting work and leisure in pursuit of
unanswered occupational callingsK=j~===~K=r==j~=~=r==k=
`~~=~=`~=eK=
= VK= _~=`~~I=_K=EOMMTFK=Experiences of adversity at work: Toward an identity-based theory of resilienceK=r=
~=~K=r==j~K=

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2007 Regents of the University of Michigan