Job crafting is a newly innovative intervention that quite possibly may have a beneficial impact on increased employee wellbeing by allowing employees to design their own job demands and job resources. Tims’ used a longitudinal study to examine whether or not job crafting has any impact. The results of the study revealed that employees who constructed their own job resources in the first month of the study showed an increase in their structural and social resources over the course of the study (Tims, Bakker, & Derks, 2013). This increase in job resources was “…positively related to employee wellbeing, such as increased job engagement and job satisfaction, with a decrease in burnout” (Tims, Bakker, & Derks, 2013). Crafting job demands did not develop a change in job demands, but results exhibited “…direct effects of crafting challenging demands on increases in wellbeing” (Tims, Bakker, & Derks, 2013). Their study determined that allowing employees to implement job crafting has a conclusive impact on wellbeing and as a result employees should be presented with opportunities to craft their own jobs (Tims, Bakker, & Derks, 2013). The principle idea in job crafting is to allow employees to “…independently modify aspects of their jobs to improve the fit between the characteristics of the job and their own needs, abilities, and preferences” (Tims, Bakker, Derks, 2013). An example of how job crafting is executed is when an employee asks for different tasks at work that require new or more difficult skills because he or she feels that their job is becoming repetitive and monotanous. Job crafting also includes crafting interpersonal relationships employees experience when performing their jobs, by regularly meeting with a colleague who he or she finds inspiring. Finally, employees may craft their own “…cognitive stance toward their
Job crafting is a newly innovative intervention that quite possibly may have a beneficial impact on increased employee wellbeing by allowing employees to design their own job demands and job resources. Tims’ used a longitudinal study to examine whether or not job crafting has any impact. The results of the study revealed that employees who constructed their own job resources in the first month of the study showed an increase in their structural and social resources over the course of the study (Tims, Bakker, & Derks, 2013). This increase in job resources was “…positively related to employee wellbeing, such as increased job engagement and job satisfaction, with a decrease in burnout” (Tims, Bakker, & Derks, 2013). Crafting job demands did not develop a change in job demands, but results exhibited “…direct effects of crafting challenging demands on increases in wellbeing” (Tims, Bakker, & Derks, 2013). Their study determined that allowing employees to implement job crafting has a conclusive impact on wellbeing and as a result employees should be presented with opportunities to craft their own jobs (Tims, Bakker, & Derks, 2013). The principle idea in job crafting is to allow employees to “…independently modify aspects of their jobs to improve the fit between the characteristics of the job and their own needs, abilities, and preferences” (Tims, Bakker, Derks, 2013). An example of how job crafting is executed is when an employee asks for different tasks at work that require new or more difficult skills because he or she feels that their job is becoming repetitive and monotanous. Job crafting also includes crafting interpersonal relationships employees experience when performing their jobs, by regularly meeting with a colleague who he or she finds inspiring. Finally, employees may craft their own “…cognitive stance toward their