Job Crafting: A Powerful Motivational Tool

So how does that work?

First, it does not mean that job descriptions disappear, but that on a given role, the incumbent can make intentional change without the need for explicit or formalized authorization processes.

Tangible versus cognitive crafting

Research from Tim et al. (2012) presented the “job demand – resources” perspective on job crafting with an objective to achieve “Personal-Job fit”. This is a search for balance between the job demands and resources on the one hand and the person’s abilities and needs on the other hand. Crafting options are either to:

• Increase job demands (e.g., extra tasks, projects involvement)
• Hinder job demands (e.g., less emotional challenges, toxic relationships)
• Increase job resources (e.g., mentoring, network, learning opportunities)

Another way to understand these options is the “Approach-Avoidance Motivation theory” from Elliot (2006).

Imagine that you have two buttons that you can turn up or down if you want to feel more motivated. You can either enrich and expand what’s motivating by pressing “plus” or reduce or limit (when possible) what’s most draining by pressing “minus”. Hopefully you can press both.

These strategies are focussed on making tangible changes to a job (tasks, processes, relationships).

What if you could simply change perspective on your role?

Another way to craft a job was indeed described in the research from Wrzesniewski & Dutton (2001). They highlighted that the job changes can also be cognitive ones. The cognitive change influences work meaning, professional identity and emotions at work. Simply said, it is a change you make in how you SEE your tasks/role, in a way that provides more meaning or positive emotions. It is a reframe exercise. For example, if you work in a flower shop, you can see your job as a salesperson, or you can view it as someone who brings joy and beauty to this world!