The design of a job is deeply consequential for employees’ psychological experiences at work. Jobs are collections of tasks and relationships that are grouped together and assigned to an individual (Ilgen & Hollenbeck, 1992), and scholars have long been interested in the way these elements come together to constitute the experience of a job (Griffin, 1987; Hackman & Oldham, 1980). Research in this area has traditionally built on a core assumption that managers design jobs in a top-down fashion for employees, which places employees in the relatively passive role of being the recipients of the jobs they hold.
Wrzesniewski, A., LoBuglio, N., Dutton, J. and Berg, J. (2013), "Job Crafting and Cultivating Positive Meaning and Identity in Work", Bakker, A. (Ed.) Advances in Positive Organizational Psychology (Advances in Positive Organizational Psychology, Vol. 1), Emerald Group Publishing Limited, Bingley, pp. 281-302. https://doi.org/10.1108/S2046-410X(2013)0000001015Download as .RIS
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