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Advances in Psychological Science    2019, Vol. 27 Issue (4) : 726-736     DOI: 10.3724/SP.J.1042.2019.00726
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The influencing effect of job crafting intervention from the interactive perspective: An integrated model
LI Shanshan,WANG Haining(),LUAN Zhenzeng,WANG Qiang
Business School of Qingdao University, Qingdao 266100, China
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Abstract  

As an act guiding employees to take the initiative to change jobs, job crafting intervention has become an important research topic in organizational behavior research in recent years. Based on the current research, a systematical literature review has been conducted according to the conceptual aspect and categorization. Meanwhile, on the basis of the Role-resource Approach-avoidance Model, the results of job crafting intervention are summarized and refined in this thesis. Based on this, using the AOM theory, it presents the internal influence mechanism of job crafting intervention in the context of individual and organizational interaction respectively from the perspective of crafting ability, motivation and opportunity, and then proposes an integrated theoretical analysis framework, which can provide a reference for the development of research on job crafting intervention. Therefore, further research should pay more attention to the influencing factors and mechanism research in the Chinese context.

Keywords job crafting intervention      interactive perspective      role - resource approach - avoidance model      AMO theory      job crafting     
ZTFLH:  B849  
  C93  
Corresponding Authors: Haining WANG     E-mail: wanghaining_2006@163.com
Issue Date: 22 February 2019
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Shanshan LI
Haining WANG
Zhenzeng LUAN
Qiang WANG
Cite this article:   
Shanshan LI,Haining WANG,Zhenzeng LUAN, et al. The influencing effect of job crafting intervention from the interactive perspective: An integrated model[J]. Advances in Psychological Science, 2019, 27(4): 726-736.
URL:  
http://journal.psych.ac.cn/xlkxjz/EN/10.3724/SP.J.1042.2019.00726     OR     http://journal.psych.ac.cn/xlkxjz/EN/Y2019/V27/I4/726
管理者参与 好处
承认工作重塑能够自然发生。 更重视工作重塑。
引导并激励员工主动采取一定的工作重塑策略。 引导和帮助那些不知道工作重塑程序和方法的员工。
引导员工建立互利观念(组织鼓励那些与组织目标一致的重塑行为)。 避免任由员工重塑工作导致绩效下降。
传达组织目标, 以避免不正常的重塑行为。 避免员工的重塑行为与组织目标冲突。
清晰明确地告诉员工, 其个人目标与其他员工和团队目标之间相互依赖的关系。 减少任务相互依赖的限制; 避免侵犯他人, 同时能够增强合作。
增强员工对工作的掌控。 避免缺乏必要的自主权带来的问题。
帮助员工寻找进行工作重塑的机会。 强化工作重塑的积极结果。
鼓励员工进行关系重塑以建立高质量的关系。 增强工作重塑给员工带来的幸福感; 增强合作。
鼓励员工进行扩充型工作重塑。 提高员工的工作投入水平。
与员工保持沟通, 不断交流工作重塑的利弊。 能够及时纠正员工错误的重塑行为。
  
比较 个人主动性培训 工作重塑干预
被干预者 企业家(组织管理者) 员工
干预场所 小微企业 所有工作
干预目的 主动性心态
创新性思维
与组织目标一致的员工重塑行为
组织管理者的角色 被干预者 干预者
干预实施方式 培训 培训以及引导、鼓励和支持
干预内容 为期4周, 每周3次, 每次半天。
包括自发性行为、创新思维、识别和开发新机会、目标设定、规划、反馈以及克服障碍的培训。
为期6周, 经历6个核心环节, 包括工作分析、个人分析、综合分析、制定个人重塑计划、评价培训效果以及持续工作重塑。
  
  
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