Although most jobs are initially designed by managers, employees
also play an important role in this phase through a proactive
behavior called 'job crafting'. It describes a bottom-up approach
that consists of customizing and modifying structural, relational,
and cognitive aspects of one's job to match personal skills,
attitudes, and inclinations. The literature on this subject has
been developing for over 20 years but requires a recapitulation to
bring together different and often disconnected contributions and
provide a concise research agenda for scholars wishing to approach
the study of these issues. This book provides a conceptual
framework on job crafting by demonstrating how its practice results
in a more meaningful and satisfying work experience. This book is
the first to investigate this area of study in such a complete and
exhaustive way: it takes a managerial perspective to identify the
antecedent and outcome variables of job crafting and suggests
behaviors which managers should steer clear from to avoid facing
negative and unexpected consequences.
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