Engaging the Workforce Through Self Initiated
Job Enrichment
Dr Giles McClelland and Dr Des Leach
COLLABORATIVE JOB CRAFTING
A job is a collection of tasks and interpersonal relations
assigned to a job holder.
The self initiated changes individuals make to their work with
the objective of creating a more meaningful experience.
Changes can be task or interactions or cognitively based.
The motivation to craft is rooted in three intrinsic needs: the
desire for control and meaning, a positive self-image, and
connection with others.
The joint efforts of employees to change the boundaries of
their job to meet their shared objectives.
EXAMPLES OF JOB CRAFTING
“I take on as much of the social event planning as I can. I really enjoy it. I
like it more than my job”
“When I first came here we started using the new IT system. We have had
loads of new starters since then. I tend to do a lot of the training within my
team. I like it as I get to meet new people.”
“When people are involved in a car accident it has a huge impact on them.
I see my job as helping them get their lives back on track”
THE MODEL
Key Assumptions
1. Roles are dynamic. Accordingly, the job holder’s evaluation of job content is
based on their adjustments rather than the original job properties.
2. Team-level
3. Contextually specific to conditions of low job control.
RESULTS
Notes: n = 242, *p <. 05, **p <. 01
x² (223) = 369.3, p < .00, NFI = .92, IFI = .97, CFI = .97, RMSEA = .05, RMR = .49
PRACTICAL IMPLICATIONS
Supervisors
• Without knowledge supervisors and managers may
unintentionally restrict collaborative crafting.
• Facilitative supervision may foster cohesive teams and a
psychologically safe environment to craft.
• Development of a ‘zone of acceptance’
Teams
• Perturbation training
• Guided self-correction training
CAN COLLABORATIVE CRAFTING BE ENHANCED?
• Measuring the interactions is not enough, organisations must work to
foster the environment conducive to positive outcomes.
• Facilitated work shops designed to enhance awareness of the findings
of study one.
T1 Intervention T2
NR 01 X 02
NR 01 02
Table 1: Unrelated control group design
RESULTS
WORKSPACE
How does the design of the physical workspace influence
collaborative crafting?
“Today’s modern office is a wasteland. It saps vitality, blocks
talent, frustrates accomplishment. It is the daily scene of
unfulfilled intentions and failed effort” Propst, 1960
RESULTS
2
2.5
3
3.5
4
Time 1 Time 2
Co
lla
bo
rati
ve
Cra
ftin
g
Control Teams Dispersed Teams
Colocated Teams
CONCLUSIONS
• Crafting is a way for employees to improve their
experience of work
• Crafting will go on with or without management support
•Management implication is to foster resourceful job crafting
• The ‘leaner and meaner’ work is designed and controlled
the more it may stifle positive team behaviours.
• Alterations to the work design and management styles
should focus around developing ‘zones of acceptance’.
• The physical workspace must support the role outcomes.
Any Questions?
Top Related