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?