Potential Negative Consequences of Job Crafting

A negative consequence may arise if individuals don’t comprehend what job crafting is hence. A concern is how to develop the competence of job crafting (Dierdorff & Jensen, 2018). In job crafting team members are crafting out the undesired monotonous tasks to help them perform their job efficiently. The monotonous tasks may be necessary for the job role and if not completed could cause serious consequences. The issue may be to not craft the task out but, to develop a better way of completing the task and formal training may be the answer. Another concern is allowing employee team members to create what they want may seem to be too much freedom even if it is within a job design framework, boundaries would still need to be established if a framework was developed.

Dierdorff, E. C., & Jensen, J. M. (2018). Crafting in context: Exploring when job crafting is dysfunctional for performance effectiveness. Journal of Applied Psychology, 103(5), 463-477. doi:10.1037/apl0000295

What Is Job Crafting?

Job crafting is, according to Wrzesniewski & Dutton (2001) is, the physical and mental adjustments employees make in the tasks, roles, and personal and social boundaries within their job and work environment; these changes are mostly self-initiated to offer meaning to the individual. Employees craft their job demands to fit their needs for an aim of better well-being. Job craft cans also be considered a form of my mantra of #Creatingyourcareerandlife. As we craft something we are creating it, therefore, we are creating our careers.

Wrzesniewski, A. and Dutton, J.E. (2001), “Crafting a job: revisioning employees as active crafters of their work”, Academy of Management Review, Vol. 26 No. 2, pp. 179-201.

What Is The Individual?

The employee team member is ultimately responsible for their career development and growth. Career preparation, coaching, mentoring, and goal setting are the main responsibility of the employee team member (Cianni & Wnuck, 1997). The employee team member must create their career based on their own desires, this is where job crafting can be utilized within a job design framework.

Cianni, M., & Wnuck, D. (1997). Individual growth and team enhancement: Moving toward a new model of career development. Academy of Management Executive, 11(1), 105-115. doi:10.5465/AME.1997.9707100663