Job Crafting Meta-Analysis
Job Crafting Job crafting involves employees actively changing the cognitive, task, and/or relational boundaries of their jobs (Wrzesniewski & Dutton, 2001). Another definition of job crafting, based on the job demands-resources model, suggests that employees craft their jobs by increasing social job resources, increasing structural job resources, increasing challenging job demands, and decreasing hindering job demands (Tims & Bakker, 2010).
There has been a recent surge in empirical research on job crafting, however so far no systematic synthesis of this literature has been attempted. As such, we are in the process of preparing a meta-analysis on the antecedents and outcomes of job crafting.
We are currently seeking unpublished data (i.e., correlations, means, sample sizes, and reliability estimates) between job crafting, it’s dimensions, and relevant person/demographic, individual difference, contextual, and outcome (e.g., performance, well-being) variables, including:
If you have conducted a study on job crafting that you think meets these criteria, please email Cort Rudolph, Department of Psychology, Saint Louis University (firstname.lastname@example.org).
Cort Rudolph Hannes Zacher SEAL Lab Team
References: Tims, M., & Bakker, A. B. (2010). Job crafting: Towards a new model of individual job redesign. South African Journal of Industrial Psychology, 36, 1-9. doi:10.4102/sajip.v36i2.841
Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a job: Revisioning employees as active crafters of their work. Academy of Management Review, 26(2), 179-201. doi:10.5465/AMR.2001.4378011