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dc.contributor.authorWedman, Johneng
dc.contributor.authorFrench, Michelleeng
dc.date.issued2008eng
dc.descriptionWebcast file name: french_oct8_2008eng
dc.descriptionDate: October 8, 2008eng
dc.description.abstractEmployees engage in job crafting when they actively create what their job is physically, socially, and psychologically. Job crafting has been shown to be a means for effectively improving emotional well-being in organizations. The traditional view is that job crafting is a process in which employees engage without a manager’s involvement. Since all employees, under certain circumstances, are prone to engage in job crafting – formally or informally – it is typically wise for managers within organizations to understand how job crafting works. In order to help employees achieve emotional well-being in the workplace and the positive outcomes that go along with it (e.g., increased organizational commitment, organizational citizenship behaviors, and improved performance), it is important to craft jobs so that employees can use their greatest strengths. Job crafting has been shown to increase productivity, quality, and efficiency while decreasing turnover and absenteeism. This chapter examines the benefits of job crafting, how to design the job crafting intervention, and factors critical to job crafting success.eng
dc.identifier.urihttps://hdl.handle.net/10355/68802
dc.relation.ispartofseriesWebcast 438 ; Program 14 ; Series ID 1eng
dc.relation.ispartofseriesConversations on HPTeng
dc.relation.ispartofseriesOn the jobeng
dc.sourceMigrated from LIS Radio site (lisradio.missouri.edu), 2019.eng
dc.titleMichelle French intervieweng
dc.typeAudio recordingeng
dc.type.genreInterviewseng


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