Job Crafting

Traditional job design theory argues that the nature of work should be determined by top-level management. However, contemporary approaches emphasize that the nature of work should be shaped not only by managers but also through the active involvement of employees. When employees proactively engage in shaping their own work, they tend to find it more meaningful (Berg, Wrzesniewski & Dutton, 2010). In this context, the concept of job crafting comes to the forefront.

Job crafting is often associated with modern concepts such as job design and work meaningfulness. While job design typically evokes top-down interventions where superiors define the nature of subordinates’ tasks, research conducted over the years shows that such interventions—reflecting organizational hierarchy—are often not perceived as meaningful by employees (Berg et al., 2010).

As a behavior initiated voluntarily by employees rather than imposed by management (Grant & Ashford, 2008), job crafting can serve as a motivational force that fuels employees’ desire for career advancement (Janssen et al., 2020). This can also positively influence career satisfaction, which encompasses an employee’s positive feelings about their job and career path, the harmony and balance between their work and personal values, opportunities for growth, and their overall sense of well-being (Hackman & Oldham, 1976). Additionally, it is closely related to the extent to which individuals feel they are progressing toward their future goals (Kopelman et al., 2006).

Employees who engage in job crafting strive to find meaning in their work and improve their task performance—not with the expectation of being rewarded or recognized, but rather out of intrinsic motivation (Wrzesniewski & Dutton, 2001). The drive for such efforts stems not from organizational hierarchy but from internal resources and personal initiative.

Job crafting behaviors are also explained within the Job Demands–Resources (JD-R) Model (Bakker & Demerouti, 2007), which highlights the importance of balancing job demands with available resources. In addition to managing their own internal resources, it is essential that employees understand organizational expectations and that organizations, in turn, acknowledge employee potential and motivation. Establishing this balance supports development both at the individual and organizational levels.