Reorienting job crafting research: A hierarchical structure of job crafting concepts and integrative review

Abstract

Summary Two dominant perspectives of job crafting—the original theory from Wrzesniewski and Dutton () and the job demands resources perspective from Tims, Bakker, and Derks ()—remain separate in research. To synthesize these perspectives, we propose a three‐level hierarchical structure of job crafting, and we identify the aggregate/superordinate nature of each major job crafting construct. The first level of the structure is job crafting orientation, or approach versus avoidance crafting, which we argue is an essential yet often neglected distinction in the literature. We address the debate surrounding cognitive crafting and identify crafting form (behavioral versus cognitive crafting) as the next hierarchical level of constructs. Finally, we concur that job resources and job demands, or crafting content, capture different ways that individuals craft their jobs. Using this integrated hierarchical structure, we were able to review antecedents and outcomes from both perspectives. We show, for example, that approach crafting in its behavioral form is very similar to other proactive behaviors in the way it functions, suggesting a need for closer synthesis with the broader proactive literature, whereas avoidance crafting appears to be less proactive and often dysfunctional. On the basis of our review, we develop a road map for future research.

Cognitive job crafting: A possible response to increasing job insecurity and declining professional prestige

“…As this study's findings suggest, job crafting efforts can be simultaneously oriented to approach and avoid overtures (Zhang & Parker, ) based on the perception of the external context. Recognising that workers can engage in such behaviours can therefore help human resources (HR) managers intervene to avoid unwanted or nonproactive practices.…”

“…Our work offers several contributions to theory and research. First, we address the call from Zhang and Parker () to provide new insight on both the contextual antecedents of job crafting beyond individual dispositions, by identifying an interactive effect of individual and contextual factors on cognitive job crafting, a dimension that has been little examined in the job crafting literature. Indeed, much of the existing research has focused on the task and relational dimensions of job crafting, although scholars suggest that cognitive crafting is the first and foremost step in leading employees to start crafting their work (Niessen et al, ; Yin et al, ).…”

“…For example, cognitively crafting one's job could consist of reframing the purpose of one's job to align more with personal passions and preferences (Batova, ), emphasising the positive aspects of one's profession (Vuori, San, & Kira, ), forging an “esteem enhancing” identity (Fuller & Unwin, ), and/or distancing mentally or physically from a person, situation, event, or unpleasant work environment that threatens the image of the job (Bruning & Campion, ). Cognitive job crafting is also an important strategy to modify jobs where there is little opportunity for other forms of job crafting (Zhang & Parker, ).…”

“…Another shortcoming of current research concerns the overemphasis on the task and relational dimensions of job crafting and the little scholarly attention given to the cognitive dimension of job crafting (Rudolph, Katz, Lavigne, & Zacher, ; Zhang & Parker, ), as testified by the fact that most of the scales used to measure job crafting do not even include items to measure the cognitive dimension (Lazazzara, Tims, & de Gennaro, ; Weseler & Niessen, ). This is paradoxical because the cognitive component of job crafting is the first and foremost moment through which the entire job crafting process is developed (Niessen et al, ; Yin, Sun, & Chen, ), as all job crafting initiatives begin with a cognitive perception of the characteristics and fit of one's job (Berg et al, ; Sturges, ).…”

“…As a consequence, there is limited knowledge on whether professionals are likely to react in a more proactive or passive way to the decline of the external reputation of their profession. According to scholars who suggest that cognitive job crafting represents an innovative strategy promoted by workers to address the perception of the context (Zhang & Parker, ), this paper can thereby provide an important practical contribution by demonstrating that engaging in cognitive crafting can be an effective strategy to cope with adverse work situations, especially when individuals have little or no control over the external factors causing the adverse situation, such as in the case of the economic recession or people having a negative reputation of one's profession. Indeed, the mental effort of looking at events in more positive terms is often what is needed to effectively cope with demanding working and/or environmental conditions.…”