Job Crafting Revisited: Implications of an Extended Framework for Active Changes at Work

Employees often self-initiate changes to their jobs, a process referred to as job crafting, yet we know little about why and how they initiate such changes. In this paper, we introduce and test an extended framework for job crafting, incorporating individuals’ needs and regulatory focus. Our theoretical model posits that individual needs provide employees with the motivation to engage in distinct job-crafting strategies—task, relationship, skill, and cognitive crafting—and that work-related regulatory focus will be associated with promotion- or prevention-oriented forms of these strategies. Across three independent studies and using distinct research designs (Study 1: N = 421 employees; Study 2: N = 144, using experience sampling data; Study 3: N = 388, using a lagged study design), our findings suggest that distinct job-crafting strategies, and their promotion- and prevention-oriented forms, can be meaningfully distinguished and that individual needs (for autonomy, competence, and relatedness) at work differentially shape job-crafting strategies. We also find that promotion- and prevention-oriented forms of job-crafting vary in their relationship with innovative work performance, and we find partial support for work-related regulatory focus strengthening the indirect effect of individual needs on innovative work performance via corresponding forms of job crafting. Our findings suggest that both individual needs and work-related regulatory focus are related to why and how employees will choose to craft their jobs, as well as to the consequences job crafting will have in organizations