透過您的圖書館登入
IP:216.73.216.78

摘要


Job crafting emphasizes that employees take the initiative to change the content and way of work from the bottom up to achieve individual or group goals. Based on a systematic review of the theoretical and empirical research literature on job crafting, this paper reviews the concept of job crafting, the leading factors of job crafting, and the impact of job crafting on individuals, colleagues and organizations. Finally, this paper looks forward to future research, including focusing on the refinement and fusion of job crafting, the antecedents and consequences of job crafting, job crafting in the Chinese context and job crafting at the team level.

參考文獻


A. Wrzesniewski and Dutton J. E. : Crafting a job: Revisioning employees as active crafters of their work, Academy of Management Review, Vol. 26(2001)No. 2: p. 179-201.
M. Tims and Bakker A. B. : Job crafting: towards a new model of individual job redesign, SA Journal of Industrial Psychology, Vol. 36(2010)No. 2: p. 1-9.
G. R. Oldham and Fried Y. : Job design research and theory: Past, present and future, Organizational Behavior and Human Decision Processes, Vol. 136(2016): p. 20-35.
A. B. Bakker and Demerouti E. : The Job Demands‐Resources model: state of the art, J Managerial Psychol, Vol. 22(2007)No. 3: p. 309-328.
M. Tims, Bakker A. B. , and Derks D. : Development and validation of the job crafting scale, Journal of Vocational Behavior, Vol. 80(2012)No. 1: p. 173-186.

延伸閱讀