Psicólogas / El job crafting, enmarcado en el Modelo de Demandas y Recursos Laborales, alude a aquellos cambios que realizan las personas en sus puestos de trabajo para alinear sus demandas y recursos laborales con sus propias necesidades y habilidades personales. De acuerdo al modelo, esta práctica se conforma de cuatro dimensiones: aumento de recursos personales, aumento de recursos sociales, aumento de demandas desafiantes y disminución de demandas obstaculizantes. La presente investigación se orientó a dilucidar cómo se manifiesta esta práctica en dos grupos de profesionales de una empresa chilena, para lo cual se llevó a cabo una investigación exploratoria mediante entrevistas semi-estructuradas. Como resultado, se observaron tres de las cuatro dimensiones y la mitad de la muestra presentó mayores niveles de job crafting en una dimensión específica. Se concluye que el job crafting (moldeamiento individual del trabajo) es un concepto que aplica para la realidad chilena y es de gran utilidad dentro del contexto laboral actual para gestionar tanto la carga de trabajo como la motivación de los trabajadores

Background:  Despite the utilization of algorithms as data management tools, they are increasingly used as people management tools to allocate, optimize and evaluate workers. This is especially popular among digital labor platforms of the gig economy as it is seen as one of the core innovations that enabled such platforms. Usually, these platform workers are self-employed, which results in an apparent autonomy while working under a rigid algorithm. For those workers, proactively shaping the job according to their own needs and abilities, commonly known as job crafting, may be increasingly important. As research suggests that job crafting occurs across professions and industries, how is it possible under the constraints of algorithmic management?  Purpose:  This thesis investigates the abilities of German food delivery riders of the company Lieferando to perform job crafting while being managed by an algorithm.  Method:  To meet the purpose of this study, the authors conducted a qualitative study. The data was collected through technology-mediated interviews with riders of the company Lieferando in Germany. The authors applied an online recruitment strategy through various social media websites to find suitable interviewees. Interview partners were picked with a random sampling strategy. The interviews were semi-structured, and the researchers guided the interviewees through a previously prepared topic guide with open-ended questions.  Conclusion:  The results of this study provide empirical evidence that riders of the food delivery company Lieferando engage in job crafting activities although working under the constraints of algorithmic management. The outcomes further show that all riders performed task crafting and cognitive crafting in various ways, whereas engagement in relational crafting was less developed. Riders not only have the ability to modify their work but also enrich it.  The findings of this study allow to draw several theoretical and managerial implications as well as provide possible research opportunities for future studies.

Background: People have long sought to be able to influence and form their own work lives to align more with their personal beliefs and satisfy their needs and wants. Due to digitalization, opportunities for professionals to do so have increased, and theories such as job crafting have emerged. There are however some questions as to how IT-professionals in different work settings utilize these strategies to craft a better work life for themselves, along with questions regarding their freedom to be able to craft. Research Problem: Increased autonomy for workers has enabled them to take more control of their work lives and given them more choices in how they work, but there are still questions regarding how workers are enabled to job craft in different settings, within the same IT-industry. By applying job crafting theory to this specific context, the authors seek to address how workers pursue a more satisfying and fulfilling work life. Research Purpose: This thesis investigates IT-professionals' abilities and methods of crafting and designing a more satisfying and fulfilling work life. Research Question: How do IT professionals in different work settings craft their jobs in order to achieve a more fulfilling and satisfying work situation? Research Method: To best be able to meet the purpose of this study, a qualitative study was conducted by the authors. Data collection was made through semi-structured interviews with professionals working in the IT-industry, revolving around the topic of job crafting and autonomy. The authors committed to a sampling strategy and reached out to suitable respondents that fit the purpose of the study. Open ended questions were used in the interviews to ensure no bias from the authors. The data is analyzed through the Gioia method. Conclusion: The conclusion that can be derived from this study is that individuals are enabled to utilize the job crafting variations to give themselves the chances to have a more satisfying and fulfilling work life. An individual cannot be totally autonomous, because it is influenced by factors out of the individual's control, e.g the employing organization or the client the individual is working for. But it is evident that IT-professionals are utilizing the three types of job crafting to be able to put themselves in the best situation possible for them to create a fulfilling and satisfying work situation.

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“Micro-innovation” has become the key to sustainable business success in the context of ‘intelligent businesses'. Different from technological innovation, micro-innovation calls for employees to make use of their rich practical experience and expertise while doing the most common tasks in work. They are encouraged to put forward effective small improvements, inventions and ideas which are conducive to further practical operation. Job crafting reflects such a process in which employees spontaneously design their work, optimize work requirements and resources, and finish tasks successfully. In the past decade, scholars of organizational behaviors have studied job crafting and agreed that job crafting of employees is so significant that it will lead to continuous improvement of products (services) and further promote “micro-innovation”. Job crafting is thought to be a dynamic and continuous work process which fluctuates every day. In order to fully understand the formation process of job crafting in the real world, research scholars recently have even called for the research on job crafting in the daily level, which was ignored by previous research. Thus, we intend to focus on employees' daily job crafting, and explore the influencing factors and mechanisms of employees' daily job crafting behaviors. In addition, leaders' emotion display is regarded as an immediate response to the interaction between leaders and employees, and has a more direct impact on the employees' daily job crafting behavior. Thus, we believe that leaders ' emotion display has a much higher information value on employees ' daily behaviors. Although it has been agreed that leaders are the source of positive and negative emotion of subordinates in the workplace, negative emotion is stronger determinant of subordinates' perceptions of leaders than positive emotion. Some clues in the current relevant research literature can confirm this point of view. For example, Dasborough and his colleagues (2016) have found that subordinates could perceive and recall more negative emotional events that have occurred in the past in work situations in greater depth and detail. In addition, Wang and his colleagues (2018) have emphasized that the influence of leaders' negative emotion on their subordinates is more helpful to fully understand the motivational effect of emotion on leadership. Therefore, this study intends to open the black box and investigate the influence of leaders' negative emotion display on employees' daily job crafting. Based on the theory of Emotion as Information, this study used job daily method to examine the influence mechanism of leaders' negative emotion display on subordinates' daily job crafting. This study is based on 1389 daily data from 105 employees in a Biological Industry Co., Ltd. which is located in the North of China. Empirical research has applied multilevel structural equation model to examine the mediation effect of state self-esteem and epidemic motivation, latent moderated structural equations to examine the moderating effect of Leader-Member Exchange, and bootstrapping method to examine the moderated mediation effect of state self-esteem and epidemic motivation. The following conclusions were found: 1) Leaders' negative emotion display negatively predicted subordinates' state self-esteem; Subordinates' state self-esteem positively predicted daily job crafting; The relationship between leaders' negative emotions display and daily job crafting was mediated by subordinates ‘ state self-esteem; 2) Leaders’ negative emotion display positively predicted subordinates' epidemic motivation; Subordinates' epidemic motivation positively predicted job crafting; The relationship between leaders' negative emotions display and daily job crafting was mediated by subordinates ‘ epidemic motivation; 3) Leader-member exchange relationship moderated the relationship between leader’ s negative emotion display and subordinates ‘ state self-esteem / subordinates’ epidemic motivation. 4)The mediation effect of subordinates' state self-esteem / subordinates ' epidemic motivation is moderated by Leader-member exchange relationship. The above results not only respond to the confusion of previous research about whether Leader's negative emotion show negative effect on subordinates, but also help to take a more comprehensive look at the effect of leaders ' negative emotion display on employees' daily job crafting. In addition, the research results expand the practical research of Emotion as Information theory, clarify the influence mechanism of leaders ‘ negative emotion display on employees’ daily job crafting including affective reaction path and cognition-driven path, extend emotion display to the field of job crafting research, and further deepen the research about job crafting

Studiens syfte var att undersöka om graden av work engagement kan prediceras utifrån aspekter av job crafting bland människor som arbetar i projektform. Det har gjorts genom en kvantitativ undersökning där en tvärsnittsstudie genomförts för att besvara studiens frågeställning och att uppfylla dess syfte. Data har samlats in som enkätsvar och analyserats. Enkäten har utformats med hjälp av befintliga instrument som översatts till svenska. Totalt har 74 svar inkommit. Resultatet visar på ett signifikant samband mellan job crafting och work engagement. Inga koefficienter för de enskilda aspekterna av job crafting visade sig signifikanta i regressionsanalysen. Använda begrepp definieras och problematiseras och tänkbara anledningra till erhållet resultat diskuteras. / The aim of the study was to investigate whether the degree of work engagement can be predicted from aspects of job crafting among people working in project form. This has been through quantitative research where a cross-sectional study has been conducted inb order to answer the research question and fulfill the purpose of the study. Data has been collected through a questionnaire and analyzed. The questionnaire has been designed based on existing instruments that has been translated into Swedish. A total of 74 answers were received. The results indicate a statistically significant relationship between job crafting and work engagement. No coefficients for the for the individual aspects of job crafting proved significant in the regression analysis. The concepts and terms used are defined and problematized and possible reasons for the obtained results are discussed.

[pt] Em um mundo cada vez mais dinâmico, no campo da Psicologia Organizacional, faz-se necessário entender como os indivíduos têm lidado com as mudanças profissionais ao longo da vida. Esta pesquisa foi dividida em dois estudos. O primeiro teve como objetivo testar a invariabilidade da Escala de Adaptabilidade de Carreira (EAC) no período pré e durante a pandemia. A pesquisa teve dados coletados de 2018 a 2022 e foi composta por 2.674 participantes, entre 17 e 76 anos, dos quais 62,4 por cento são mulheres e mais de 70 por cento têm ensino superior incompleto. Os dados mostraram a invariância da EAC. Os índices de ajuste obtidos para ambos os grupos, sem distinção, foram qui(246) = 4037,38, CFI = 0,951, TLI = 0,945, RMSEA = 0,07 [0,074 - 0,078], SRMR = 0,038, Gamma-Hat = 0,871. Este estudo concluiu que tanto a EAC como as quatro dimensões avaliadas pelo instrumento – preocupação, controle, curiosidade e confiança – são medidas invariantes. O segundo artigo analisou o quanto as características pessoais (as quatro dimensões da adaptabilidade de carreira) explicam o redesenho do trabalho (ações proativas por parte do indivíduo) e se há algum aspecto específico com maior impacto nessa relação. Participaram 299 trabalhadores, que responderam um questionário sociodemográfico, a EAC e Escala de Percepção para Redesenho do Trabalho. Análises de redes e das regressões indicaram forte associação entre preocupação, controle, curiosidade e confiança e o redesenho das relações, o redesenho das tarefas e a reformulação cognitiva. Apesar de todas as relações terem sido positivas, a curiosidade destacou-se como o fator que mais influencia o redesenho do trabalho. Esse estudo contribui para o entendimento das relações íntimas entre a adaptabilidade de carreira e as três formas de redesenho. / [en] In an increasingly dynamic world, in the field of organizational psychology,it is necessary to understand how individuals have dealt with professional changesthroughout their lives. This research was divided into two studies. The first aimedto test the invariability of the Career Adapt-Abilities Scale (CAAS) in the periodbefore and during the pandemic. The survey had data collected from 2018 to 2022and was composed of 2,674 participants, between 17 and 76 years old, of which 62.4 percent are women and more than 70 percent have incomplete higher education. The datashowed the invariance of the CAAS. The fit indices obtained for both groups,without distinction, were qui(246) = 4037.38, CFI = 0.951, TLI = 0.945, RMSEA =0.07 [0.074 - 0.078], SRMR = 0.038, Gamma-Hat = 0.871. This study concludedthat both the CAAS and the four dimensions separately - concern, control, curiosityand confidence - are invariant measures. The second article analyzed how muchpersonal characteristics (the four dimensions of career adaptability) explain workredesign (proactive actions on the part of the individual) and if there is any specificaspect with greater impact in this relationship. Participated 299 workers, whoanswered a sociodemographic questionnaire, CAAS and Work RedesignPerception Scale. Network and regression analyzes indicated a strong associationbetween concern, control, curiosity and trust and relationship redesign, taskredesign and cognitive redesign. Although all relationships were positive, curiositystood out as the factor that most influenced the redesign of the work. This studycontributes to the understanding of the intimate relationships among careeradaptability and the three forms of redesign.

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Magister Commercii (Industrial Psychology) - MCom(IPS) / The financial industry revolves around organisations that provide financial services to people in the community. The largest contributor is the banking sector followed by the insurance sector. Financial services organisations face an ever-changing working environment that is constantly increasing in its complexity. New market entrants such as banks provide insurance products, customer preferences change, technology changes quickly, and ever-changing legislation governs the way in which insurance organisations conduct business with customers. Having to continuously contend with the losses, regulatory changes, and risk management, while having to increase the shareholders’ value, all impact on the global financial services industry. They in turn increase the job demands on employees.