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Turn the Job You have into The Job You want
By Amy Wrzesniewski, Justin M.Berg and Jane Dutton The article introduces the concept of "Job crafting" as a powerful tool to reenergising and reimagining dull or stagnant work life. Job crafting is a process by which employees can mould and reorganize their tasks and responsibilities in order to better fit their individual strengths, passions, and motives. Job crafting exercise prompts employee to visualise the job, map its elements and reorganise them to better suit. This exercise involves assessing and then altering one or more of the following core aspects of work:a) Tasks. Change the boundaries of job by taking on more or fewer tasks, expanding or diminishing their scope, or changing how they are performed.( e.g. A sales manager might take on additional event planning because he likesthe challenge of organizing people and logistics). b) Relationships. Change the nature or extent of your interactions with other people. (e.g. A managing director, might create mentoring relationships with young associates as a way to connect with and teach those who represent the future of the firm) c) Perceptions .Change how you think about the purpose of certain aspects of your job; or you can reframe the job as a whole. (e.gThe director of a non profit institution, for instance, might choose to think of his job as two separate parts, one not particularly enjoyable (the pursuit of contributions and grants) and one very meaningful (creating opportunities for emerging artists). Or the leader of an R&D unit might come to see her work as a way of advancing the science in her field rather than simply managing projects Research of authors with Fortune 500 to small non profits have shown them that employees who try job crafting often end up more engaged and satisfied with their work lives, achieve higher levels of performance in their organizations, and report greater personal resilience. It is further argued that the organisation gained by empowering employees(through job crafting)as it gives alternate option to motivate and retain employees when pay resources are constrained and promotions are impossible. Cases of two imaginary executives, ' Fatima' and 'Ivan' are used to explain the process of Job crafting. Fatima represents an employee who is feeling stuck and less motivated and Ivan represents an employee who is having a bad relationship with one of his boss. In both cases job crafting helps the employee to overcome the difficulties in the work place.

Fatima list out her tasks in current job and makes a diagram to get an insight into her activities. She uses squares represent each task and size of the square determined by the time spent on that particular task. She gets to know exactly where she is devoting her time and energy. She then incorporates changes that would increase her engagement at work( based on her motives ,strengths and passions) and prepares an "after diagram". She then implements the new job configuration into the various project with the help of Job crafting process of altering the task, relationship. Her perception about the job changes positively and she begins to see herself as an innovator who has made recognisable contribution. In the case of Ivan he concentrates on his good relationship with head of Latin America to craft his job to the benefit of the company. He gained the trust and confidence of one boss while maintaining the responsibility to the boss he was having bad professional relationship. Authors warns that job crafting can be stressful if an employee take on too much or alter tasks without understanding his managers goals. Since job crafting is something you can do on your own, its important to be open about the process. Job crafting require support of others and authors recommends the following three things:a) Focus on deploying an individual or organizational strength that will create value for others. b) Build trust with others (typically your supervisor).

c) Direct your job-crafting efforts toward the people who are most likely to accommodate you

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