Job crafting: What, why, who and how it helps Organisational Change

Job crafting: What, why, who and how it helps Organisational Change

Job crafting research briefings

This week members received research briefings about:

Job crafting

There have been slightly more than 4,000 studies about job crafting since 2008 when the first studies appeared. However over 800 studies have been published about job crafting this year alone, which indicates a significant research and organisational interest in the topic.

So this week we sent our members three briefings of the most useful research papers that have been published in the last few months, to keep them right up-to-date



1. How to predict which employees are most likely to engage in job crafting

The first research briefing looks at a study which outlines:

  1. what job crafting is
  2. what the main outcomes are of job crafting, and
  3. how to predict which employees are most likely to engage in job crafting

Keywords: Job crafting, employee autonomy, employee engagement, alignment 


Job crafting research


2. How do personality and human resources practices help or hinder with job crafting?

The second research briefing is based on a study looking at the role of personality and human resources practices in being able to predict whether a job crafting will be successful in an organisation. The findings are particularly useful at an organisational level and help HR/HC functions promote and manage job crafting.

Keywords: job crafting, employee personality, HR practices, high involvement management, proactive personality, self-efficacy



3. How to use job crafting to enhance organisational change

The third research briefing is based on a large and detailed study of job crafting which examines the use of job crafting in organisational change situations, and usefully reports on a practical set of interventions which promote successful job crafting in order to assist with organisational change.
Keywords: job crafting, organisational change, job performance



Members also received two other research briefings:




4. How policies and procedures change the way people in organisations perceive things – the case of diversity policy.

This is an interesting study about how diversity policies can actually end up hiding racial discrimination. It makes some fascinating observations about how policy creates meaning and changes the way people in organisations see things. Even if you aren’t concerned with diversity policy this is worth reading from an organisational communications perspective.


5. Review all the most recent research on workplace harassment and bullying.

It looks at:

  1. Causes of workplace harassment
  2. Types of workplace harassment
  3. The role of the employee in workplace harassment
  4. How to measure workplace harassment
  5. The consequences of workplace harassment
  6. Suitable interventions to prevent and deal with workplace harassment.


Membership is by invite only – Get on the invitation list click here


Disclaimer: This is a research review, expert interpretation and briefing. As such it contains other studies, expert comment and practitioner advice. It is not a copy of the original study – which is referenced. The original study should be consulted and referenced in all cases. This research briefing is for informational and educational purposes only. We do not accept any liability for the use to which this review and briefing is put or for it or the research accuracy, reliability or validity. This briefing as an original work in its own right and is copyright © Oxcognita LLC 2024. Any use made of this briefing is entirely at your own risk.

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David Wilkinson

David Wilkinson is the Editor-in-Chief of the Oxford Review. He is also acknowledged to be one of the world's leading experts in dealing with ambiguity and uncertainty and developing emotional resilience. David teaches and conducts research at a number of universities including the University of Oxford, Medical Sciences Division, Cardiff University, Oxford Brookes University School of Business and many more. He has worked with many organisations as a consultant and executive coach including Schroders, where he coaches and runs their leadership and management programmes, Royal Mail, Aimia, Hyundai, The RAF, The Pentagon, the governments of the UK, US, Saudi, Oman and the Yemen for example. In 2010 he developed the world's first and only model and programme for developing emotional resilience across entire populations and organisations which has since become known as the Fear to Flow model which is the subject of his next book. In 2012 he drove a 1973 VW across six countries in Southern Africa whilst collecting money for charity and conducting on the ground charity work including developing emotional literature in children and orphans in Africa and a number of other activities. He is the author of The Ambiguity Advanatage: What great leaders are great at, published by Palgrave Macmillian. See more: About: About David Wikipedia: David's Wikipedia Page