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Introduction
In the 21st century, work can change and become attractive to employees who actively craft their tasks. The physical and cognitive alterations people make at their interpersonal work boundaries are called job crafting. The workers develop a more optimal design of their tasks by creating a wide range of bottom-up moves. The design is crucial; for instance, it permits the workers to alter the meaning of their duties in suitable ways and create stages for meaningful tasks. Employees can customize their jobs’ designs, and therefore they meet the need of the work and create an encouraging self-image in the study (Griffin, 2007). Job crafting leads to positive results, such as personal development.
Ship Crew
The ship crew team will work well if they craft their task. They are responsible for the navigation, safety, and maintenance of the ship. Task crafting aims at redesigning the job, altering the series of errands involving the employee while still performing the roles for which they are responsible (Wrzesniewski, 2014). The main function is to ensure the principles of the task are adhered to and therefore, place the required actions in place. Similarly, the function alters what is done and ensures the task stays active but relates to the assigned activities. The availability of numerous strategies and techniques is assumed to steer the main activities (Dik & Duffy, 2012). Job crafting is the primary strategy where the workers are given duties based on their needs and personalities vital in ensuring employees are assigned specific tasks boosting productivity.
Hospitality
The nature of the job in the hospitality field needs designing through which workers satisfy customers’ needs. Relational crafting is appropriate for hospitality staff since it alters the relationship of their daily interaction. The team manages to create a group enhancing good skills for marketing and interaction and therefore, strengthening a collaborative interaction (Dik & Duffy, 2012). Relational crafting encourages employees and controls the type of business experience among the staff, therefore resulting in better results (Wrzesniewski, 2014). It is advisable for the hospitality department to employ relational crafting to improve the relationships between them and the staff. Implementation of relational crafting enables the staff to develop proper work relations enabling them to share their job experiences on an interactive platform.
ABC Corporation
The team of telemarketers is responsible for calling potential clients who visit the company’s webpage. In this scenario, the company succeeds in telemarketing. Telemarketing makes the company concerned about the high turnover among the employees, with the corporation being willing to enrich the job. According to Bauer and Erdogan (2012), the five main job scopes to be reviewed when redesigning the job include autonomy, task significance, task recognition, skill variation, and feedback. The critical job dimension which needs revision in the ABC Company and the telemarketers’ turnover is the skill variety. The corporation is working successfully with the other four core dimensions: task significance, task identity, feedback, and autonomy. Skill variety is the only dimension failing to give evidence of proper operation.
Skills can be described as the expertise and talent which are essential in performing any task. According to Bauer and Erdogan (2012), skill variety is defined as the extent to which the job needs several steps encompassing different capabilities and talents. An individual is required to apply several skills. The employee requires few skills to contact the customers. Although the revision of skill variety provides the telemarketers with extra skills, they need to deal with the clients’ complaints and offer appropriate solutions.
Job dimensions are critical for any company since they help in ensuring the quality and standardization of service provision. The telemarketers at ABC Corporation have the freedom of customizing their individual sales pitches to avoid misleading potential customers (Bauer & Erdogan, 2012). The company gives them the freedom to formulate their schedules. According to Bauer and Erdogan (2012), feedback is the extent to which the job’s activities inform a person directly and clearly on the effectiveness of their performance. Their performance feedback is obtained by evaluations that depend on the monthly sales volume and conducted surveys on customer satisfaction (Griffin, 2007). The telemarketers get monthly reports on the feedback which helps in informing their decision making
Sports Injury Clinic
The management needs to employ job crafting to make the specialists feel less monotonous and highly rewarding. This will enable the workers to attain their target goals. Crafting the job motivates the practitioners and encourages a positive attitude toward their activities. The management has to determine the length of time the task will take and efficiently help in planning to efficiently perform. The strategy applicable for use is the optimization of the job. The specialists should be encouraged to virtually analyze their tasks and the interaction involved.
The values to be expressed in the work should be carefully assessed. Similarly, the focus should be on strengths that will help them enjoy the work. Optimizing the job design to proactively shape their task’s meaning and experience is important to achieving the set goals (Wrzesniewski, 2014). The specialists should undergo cognitive crafting which identifies their perceptions requiring improvements for the task. This should not be done as an obligation but encourages them to prepare to offer better services to the clients (Duffy & Dik, 2012). Cognitive crafting motivates them to work willingly; therefore, the employees fail in their jobs as a way of earning money and helping the injured.
Table 1: Job designing and Job Crafting Definitions.
Similarities between Job Redesigning and job crafting
Job crafting and job redesigning have been different; however, there are quite similar aspects. Both jobs redesigning and job crafting involve the expansion and addition of new tasks to already existing ones. Both cognitive crafting and job rotation require an individual’s perception of a specific task (Griffin, 2007). The rotation of the worker from one task to other focuses on their perception of the particular jobs.
Key differences between job redesigning and job crafting
According to the definition, job redesigning aims at increasing the roles and responsibilities of the job while job crafting focuses on the employee, their roles, and how they relate with other workers. Furthermore, job crafting focuses on the opinions and feelings of the employees, the tasks, and their meanings (Wrzesniewski, 2014). Job redesigning is mainly deliberated by the managers to motivate employees, while in job crafting the employees mostly perform assignment crafting to maximize results. Job crafting involves continuous proactive adjustments lacking specific arrangements hence taking a short time, whereas job redesigning consists of a sequence of steps, therefore taking a long time.
References
Bauer, T., & Erdogan, B. (2012) Chapter 6.1: Motivating employees through job design. In Introduction to organizational behavior. Flatworld Knowledge. Web.
Dik, B. J., & Duffy, R. D. (2012). Chapter 7: Job crafting. In Make your Job a calling: How the psychology of vocation can change your life at work. Templeton Press.
Griffin, R. (2007). Chapter 6: Organization structure and design. In Principles of Management. Houghton Mifflin. Web.
Wrzesniewski, A. (2014). Chapter 6: Engage in job crafting. In Dutton, J. E., & Spreitzer, G. M. (Eds). How to be a positive leader: Small actions, big impact. Berrett-Koehler Publishers.
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