Abstract
The concept of “job crafting” is one of the most interesting constructs within the organizational literature about proactivity in the workplace. Several authors pointed out the need of longitudinal research on job crafting. In this paper we illustrate the results of a qualitative empirical research conducted within a large retail company. While available job crafting theory emphasizes individual goals as key motivational drivers for job crafting, we found that organizationally oriented goals and motivations are also very relevant. We also found that when a convergence of individual and organizational goals is observed, the motivation towards job crafting is significantly increased, and that work experience plays a significant role in such process.
Highlights
Classic job design theories like Job Characteristic Theory (Hackman & Oldham, 1980) and Socio-Technical Theory (Emery & Trist, 1960; Pasmore, 1995) portray job design as a managerial prerogative
We studied the role of pro-organizational motivation in encouraging job crafting behaviors
At the end of this interview, we identified the role of Retail Department Manager (RDM) as the most promising one for the goals of our research
Summary
Classic job design theories like Job Characteristic Theory (Hackman & Oldham, 1980) and Socio-Technical Theory (Emery & Trist, 1960; Pasmore, 1995) portray job design as a managerial prerogative. Several prominent job crafting scholars called for more time-centered, longitudinal, qualitative research (Grant & Ashford, 2008; Nicholson, 2010; Wrzesniewski & Dutton, 2001; Yitzhak, Grant, Levi, Hadani, & Haynes Slowick, 2007; Zhang, & Parker, 2019), because such research approach may help capturing the specific experiences and thoughts of individuals within their situational context (Lazazzara, Tims, & de Gennaro, 2020). The main focus of most studies has been on self-oriented motivations for job crafting, while pro-social and pro-organizational aspects have been largely neglected. We adopt a time-dependent view of people’s behavior in the workplace in order to unveil some of the job crafting’s intricacies that might be neglected by more static research approaches
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