Job Crafting: Underlying Mechanisms, Antecedents, and Outcomes

Description

Page: 140-146

Vandana Maurya¹ and Amrita Rashmi² (Department of Psychology, College of Commerce, Arts & Science, Patliputra University, Patna, Bihar¹ and Department of Psychology Patliputra University, Patna, Bihar²)

Job crafting, an emerging approach in positive organizational behavior and human resource management, represents a shift from traditional top-down job design to a bottom-up approach that highlights employee proactivity. It involves employees taking the initiative to redefine and reshape the nature of their jobs, interactions with colleagues, and the broader organizational environment. This shift has become increasingly important as organizations face greater competition, globalization, and rapid technological change, making work more dynamic, ambiguous, and complex. Despite its significance, job crafting remains underexplored in the literature. To address this gap, a systematic review was conducted. The findings revealed that job crafting generally has a positive effect on employees and they proactively modify their roles experiencing higher involvement and satisfaction. This paper explores the mechanisms, antecedents, and consequences of job crafting, offering a deeper understanding of how it can drive positive organizational outcomes. It emphasizes practical strategies for fostering adaptive organizations that support both individual well-being and economic growth. Additionally, the paper proposes future research directions, aiming to further investigate the complexities of job crafting and its impact on organizational success, providing valuable insights for HRD practitioners.