Question

Are there any potential drawback to the job-crafting approach? If so, how can they be minimized?

Answer 1

First of all, it can be difficult to detect the immediate impact of job creation in the organization, owing to the internal nature on job creation. Many conditions can lead to unwanted consequences on the company due to changes in the nature of the workplace. For example, a service worker can decide to work less hours behind the desk to reduce customers ' emotional demands.It can lead to lower psychological expectations to their individual employees, which can also decrease customer satisfaction, as customers can wait for service longer. However, they agree that job-creating behaviours, when happy, healthier employees contribute to the company more often, can contribute to good results.

Second, the supervisor's role could be a little too simplistic. They believe that employees work without their managers being aware of it. This might be true, but not in all cases, in some situations (e.g., creating more social support from colleagues). The boss may in some cases be expected to assist workers, for example by giving them time to pursue a plan. The boss also plays an important role in supplying workers with input on working activities and can thus also promote workplace actions.. Supervisors can also build the self-efficacy of employees by offering them the possibility of mastery and success in work. Therefore, the role and impact of the boss in job creation need to be paid more attention to analysis.

Thirdly, it is difficult to answer the issue of how workers are motivated to alter aggressively facets of their jobs that bring them anxiety (because they are too stressful or boring). We also indicated that supplying workers with personalized input on their internal expectations and tools for their expertise and desires can help them understand future problem areas. In addition, suggestions can be given as to how these misfits can be addressed. How often should this review be made is hard to say. The order to examine whether the workers could adapt them to the suggestions might be advisable. However, a too short period does not reveal a change that can take more time to achieve, whereas certain job-creating behaviors are relatively short and are not captured after a longer period.