Risks of Job Crafting and Relevance and Feasibility

Question: Describe about job crafting, benefits of job crafting, risks of job crafting and relevance feasibility. Answer: Job Crafting Job Crafting is the process of redesigning the jobs by the employees themselves such that job satisfaction, engagement, thriving and resilience are fostered out of the same. Job is defined as the collection of interpersonal relationships and tasks which are assigned to an individual or group of people in an organization in order to achieve a specific goal or to attain a motive. Job crafters are the ones who use to change their interactions and tasks actively with respect to that which are assigned or in the way they are supposed to do (Wrzesniewski, 2013). Those jobs which have high degree of discretion and autonomy generally can afford greater crafting opportunity. Job crafting affects one or more of the four Ts- employees time, team, task and technique. Job Crafting could be implemented in three ways: By changing the scope of tasks by altering the boundaries of the specific tasks by limiting or increasing the tasks, i.e., expanding or diminishing it. Or they could just change the way of performing tasks. By changing the relationships during work by the alteration of extent or nature of interactions with the other people. By changing the way to perceive the tasks, i.e., by changing the view of comprehending the value of the same task in a different perspective. Benefits of Job Crafting If the job is crafted according to the employees, they feel more connected and credible for their work. Also, they are more comfortable with their own designs. This leads to the increase in the motivation and willingness in the employees (Tims, 2013). Not only for employees, it could be beneficial for the employers as well as they could improve the relationships with others and consequently, the jobs could be carried out in comparatively more efficient and effective ways by the same employees. Risks of Job Crafting Sometimes the job crafting could lead to high level of engagement in work, which ultimately leads to the breakdown of the employees. They may burn out due to taking more tasks and it could further lead to increase in stress (Petrou, 2015). This results into the decrease in the performance in the long run. The employees with great sense of calling may be highly involved with the work, which affects their work life balance, which affects the work in the meantime. Relevance Feasibility I believe that the concept of job crafting is an interesting concept that could help to improve the productivity level of employees. The process of re-designing the job elements should be particularly more useful and relevant in large organizations as compared to small organization. Also the managers should embrace the fact that it does not mean that employees are going against their way of performing a job, rather they are trying to cultivate more opportunities in a way they could without devaluing the overall system. The individuals and companies are using the idea of job crafting to increase the productivity at work place. With the concept of job crafting, individuals can maintain the job with their own expectations. It adds to the freedom and independence of the job. With this concept, the employees are free to think about the job from their own perspective. From an organization perspective, it means increased productivity of employees. Therefore, job crafting creates a win-win situation for both employees and employers. Hence, job designing does affect and challenge the variety of task, autonomy, significance of task and sometimes even the identity of task. But job crafting results into positive outcomes if done properly as it supports the fact that the same work or new work evolved is done in a more planned way with which the employees do not discern. It needs to be crafted in such an environment where it is acceptable by all the levels of the system. References Petrou, P., Demerouti, E. and Schaufeli, W.B., 2015. Job crafting in changing organizations: Antecedents and implications for exhaustion and performance.Journal of occupational health psychology,20(4), p.470. Tims, M., Bakker, A.B. and Derks, D., 2013. The impact of job crafting on job demands, job resources, and well-being.Journal of occupational health psychology,18(2), p.230. Wrzesniewski, A., LoBuglio, N., Dutton, J.E. and Berg, J.M., 2013. Job crafting and cultivating positive meaning and identity in work.Advances in positive organizational psychology,1(1), pp.281-302.