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Given the instability and volatility of the labour market and the global talent scarcity, placing more attention on job employability is fundamental. In this context, the literature has already extensively examined employability as a crucial individual aspect, identifying some significant antecedents, including the applicability of training on the job. The present study aims to examine the impact that teaching employees to craft their job may have on the levels of applicability of training and if, in turn, this improves self-perceived employability.

The authors involved three private organizations that followed three workshops on job crafting behaviour. To empirically assess the intervention, the authors asked participants of the workshop to complete four quantitative diaries on a weekly basis, i.e. one per week, one before the intervention and three after the intervention. The diaries comprised measures of job crafting behaviours, applicability of training and self-perceived employability.

Multi-level analysis of data collected provided support to the positive associations between job crafting behaviour and self-perceived employability with the mediating effect of applicability of training. Notably, the applicability of training improves when individuals search for challenges, which indirectly affects perceived employability in terms of organizational sense.

In the present study, no control group was used with which the results of our intervention could be compared. However, this does not affect the overall results, given the amount of intraindividual variability.

The paper proposes initial avenues for promoting employability at work via the use of behavioural job crafting intervention.

So far, in this Vulcan series, I have described how the analytical movement brought about a clearer appreciation of the nature of physical skills. There are several distinct concepts. First comes the separation of job knowledge from the skills. Job knowledge consists mainly of comprehension — an understanding of certain basic principles, theories, properties of the materials being processed, knowledge of how to calculate cutting speeds and rates of feed and so on. Skill is the mastery of the performance which operates on the actual workpiece or process. Job knowledge, being a form of comprehension, implies that the mental activity is conscious. Skill, while at the early developmental stage consciously‐controlled, is not truly a skill until most of the activity is adapted to take place within the subconscious level. The early stages of skill training communicate performance consciously but the function of repetitive exercises is to turn this conscious activity into a subconscious activity. The second principle is that skill performance is a sensori‐motor activity: that the performer is processing sensory information coming in from the task and that he uses the sensory input to control the motor or doing activity in continuous feed‐back. The contribution of the skills analyst has been to explore more fully the nature of the sensory feed‐back and to place this new knowledge at the disposal of the trainer, who previously had tended to concentrate almost exclusively on the actual doing part of performance. The third principle has to do with that sixth sense known as the kinaesthetic sense or the feel of the job when it is being properly performed. A fourth principle concerns the over‐riding importance of job analysis: the concept that training cannot be correctly designed without the task itself being analysed first. A fundamental point of job analysis is that it can be carried out at different levels of penetration and that one skill the trainer himself has to acquire is the ability to make the correct choice of that form of analysis which will optimise his results but minimise his use of effort and other resources.

The purpose of this paper is threefold: first, to present an overview of job crating conceptualizations; second, to illustrate various job crafting interventions proposed by scholars to intrude and encourage job crafting behaviour among workforce; and next, based on findings from the literature, to underline the significance of job crafting interventions in predicting various positive individual and organisational outcomes. The reasons why job crafting interventions are essential in organisations are discussed at the end as managerial implication.

A general review of the job crafting literature has been performed to offer the precise knowledge on the concept job crafting as well as job crafting interventions along with its significance and managerial implications.

The job crafting is the most discussed bottom-up redesign approach and gaining popularity in the job design literature. The researchers and practitioners are acknowledging the importance of job crafting interventions and understanding the urgency of incorporating such interventions at organisation.

The formal job crafting intervention instituted at organisation (e.g. inclusion of job crafting training in company’s manuals) could be instrumental to build up the job crafting behaviour among workforce and may overall develop the context that cultivates job crafting.

A summarised portrayal job crafting as well as job crafting interventions has been provided in this review in order to create awareness of leaders and employees regarding the method through which they can adjust tasks to their own requirements to realise more delight, engagement, and meaning in the job.

The purpose of this paper is to analyze the moderation effect of over-commitment in the job crafting–well-being relationship, in the elderly care sector in Spain.

A cross-sectional design was implemented and a final sample of 353 participants were assessed using the Job Crafting Questionnaire, an adaptation of the Over-commitment Scale from the Effort-Reward Imbalance Questionnaire, and the General Health Questionnaire (GHQ-12).

A positive interaction between relational and task crafting and over-commitment is observed in the prediction of well-being levels. Specifically, the effect of over-commitment in the task crafting–well-being relationship proved to be statistically significant when opposed to low, medium and high levels of over-commitment. Additionally, the effect of over-commitment in the relational crafting–well-being relationship proved to be statistically significant only when opposed to medium and high levels of over-commitment. Finally, a direct and simple effect was observed between cognitive crafting and well-being, not moderated by over-commitment.

Implementation of non-behavioral measurements, and a non-longitudinal design are suggested. The development of behavioral measures for job crafting is encouraged, along with the implementation of longitudinal designs sensitive to changes in over-commitment. Possible over-commitment results are biased by an economically contracted environment.

Job crafting training, over-commitment early detection and further research on job crafting strategies’ preferences are suggested.

The moderating role of over-commitment in the job crafting–well-being relationship in the elderly care sector represents one of these attempts to better understand evidences of how work-related efforts modify a worker’s psychological functioning and adaptation, which is the reason why, specially in contexts of uncertainty, its study becomes relevant.

What training does Japan do that contributes to its efficiency and productivity? How have they measured training in terms of its contribution to business efficiency? These were two main questions which Bob Duncan, Director, and George Wilkinson, Chief Training Officer, of the Iron and Steel Industry Training Board took to Japan's iron and steel industry in November 1977. A short visit cannot necessarily probe in depth but enough was gained from the visits to six companies and works, an employers' federation and a special college to indicate considerable differences between practice here and that in Japan. Bob Duncan comments on some of them.

Employees often reframe their work roles and ascribe meaning to their jobs, which is called cognitive job crafting (CJC). Although scholars have identified the importance of CJC, there remains a lack of evidence on what motivational characteristics affect initiating such cognitive changes and how these cognitive changes affect one’s well-being. Drawing on job design and self-determination theories, this study aims to investigate how intrinsic motivations affect CJC and, thus, optimize affective well-being (AWB) through cognitive changes.

The cross-sectional data were collected using online questionnaires from 327 white-collar employees working in various organizations. The validity of the hypothesized model was tested by using structural equation modeling. Hypotheses were tested using Process analysis.

The findings showed that intrinsic motivations (i.e. self-determination and meaning) were positively related to CJC, which resulted in increased positive affection and decreased negative affection, reflecting a mediating mechanism.

The authors suggest that practitioners can enhance employee well-being by implementing policies that value proactive job redesign strategies (e.g. job crafting training). Thus, the practitioners may motivate employees to craft their jobs, which leads employees to engage and perform well.

The results of this study contribute to a deeper understanding of job crafting initiatives by providing evidence for the role of motivational and cognitive mechanisms that help optimize well-being at work.

Using the theoretical framework of job demands-resources and boundary management, the purpose of this paper is to explore the moderating role of work and life boundary characteristics in the relationship between time-spatial job crafting, work engagement and job performance.

A total of 176 employees working in the IT sector and having an opportunity to use flexible work arrangements were surveyed online.

Work and life boundary characteristics were found to moderate the relationship between time-spatial job crafting and work engagement as well as between time-spatial job crafting and job performance. Moreover, boundary characteristics moderated the indirect relationship between time-spatial job crafting and job performance through work engagement.

Time-spatial job crafting becomes a key strategy for maintaining work engagement and job performance, when work–life boundaries are less flexible and less permeable.

The study demonstrates that boundary characteristics determine the effects of time-spatial job crafting on work engagement and job performance.

Although previous research has shown that proactive initiatives are mostly related to performance- and creativity-related outcomes, the questions of “how” and “when” proactivity brings about creativity are not still fully answered. This conceptual investigation aims to explain the intervening role of job crafting by conceptualising it as a behavioural mechanism that employees engage in to increase their functioning. Besides, this study examines initiative climate as a contextual factor that shapes this intervening mechanism.

Drawing on job demands-resources (JD-R) theory, we put forward propositions explaining how proactive employees engage in promotive and preventive forms of job crafting, which results in creative outcomes. This study’s theoretical approach also illuminates the person–context interaction in creativity research by incorporating initiative climate.

This study underscores the behavioural and contextual determinants of the employee proactivity and creativity relationship. This study discussed how proactive employees reveal their creative potential by engaging not only in promotive job crafting but also in preventive job crafting. Besides, this study suggested that a sufficient level of initiative climate might be a prerequisite for enacting proactive behaviour.

This study attempted to contribute to the current understanding of employee proactivity and creativity literature by conceptually investigating this relationship from the JD-R perspective. Therefore, in addition to the predictable outcomes of promotive job crafting, we also underscored the temporal role of preventive job crafting on employee creativity. Besides, this study stressed that initiative climate reflects a crucial contextual determinant in this relationship.