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Case 2 : Crafting A Better Jobs

1366 words - 6 pages

Consider for a moment a midlevel manager at a multinational
foods company, Fatima, who would seem to be
at the top of her career. She’s consistently making her
required benchmarks and goals, she has built successful
relationships with colleagues, and senior management
have identified her as “high potential.” But she isn’t
happy with her work. She’d be much more interested in
understanding how her organization can use social media
in marketing efforts. Ideally, she’d like to quit and
find something that better suits her passions, but in the
current economic environment this may not be an option.
So she has decided to proactively reconfigure her
current job.
Fatima is ...view middle of the document...

As a result, not only has her engagement in her work increased,
but she has also developed new ideas that are being
recognized and advanced within the organization. In
sum, she has found that by actively and creatively examining
her work, she has been able to craft her current job
into one that is truly satisfying.
1. Why do you think many people are in jobs that are
not satisfying? Do organizations help people craft satisfying
and motivating jobs, and if not, why not?
2. Think about how you might reorient yourself to your
own job. Are the principles of job crafting described
above relevant to your work? Why or why not? 92 CHAPTER 3 Attitudes and Job Satisfaction
1. S. J. Breckler, “Empirical Validation of Affect, Behavior, and
Cognition as Distinct Components of Attitude,” Journal of
Personality and Social Psychology (May 1984), pp. 1191–1205.
2. A. W. Wicker, “Attitude Versus Action: The Relationship of
Verbal and Overt Behavioral Responses to Attitude Objects,”
Journal of Social Issues (Autumn 1969), pp. 41–78.
3. L. Festinger, A Theory of Cognitive Dissonance (Stanford, CA:
Stanford University Press, 1957).
4. See, for instance, L. R. Fabrigar, R. E. Petty, S. M. Smith, and
S. L. Crites, “Understanding Knowledge Effects on AttitudeBehavior
Consistency: The Role of Relevance, Complexity,
and Amount of Knowledge,” Journal of Personality and
Social Psychology 90, no. 4 (2006), pp. 556–577; and D. J.
Schleicher, J. D. Watt, and G. J. Greguras, “Reexamining the
Job Satisfaction-Performance Relationship: The Complexity
of Attitudes,” Journal of Applied Psychology 89, no. 1 (2004),
pp. 165–177.
5. See, for instance, J. Nocera, “If It’s Good for Philip Morris,
Can It Also Be Good for Public Health?” The New York Times
(June 18, 2006).
6. See L. R. Glasman and D. Albarracín, “Forming Attitudes That
Predict Future Behavior: A Meta-Analysis of the Attitude–
Behavior Relation,” Psychological Bulletin (September 2006),
pp. 778–822; I. Ajzen, “Nature and Operation of Attitudes,”
in S. T. Fiske, D. L. Schacter, and C. Zahn-Waxler (eds.),
Annual Review of Psychology, vol. 52 (Palo Alto, CA: Annual
Reviews, Inc., 2001), pp. 27–58; and M. Riketta, “The Causal
Relation Between Job Attitudes and Performance: A MetaAnalysis
of Panel Studies,” Journal of Applied Psychology, 93,
no. 2 (2008), pp. 472–481.
7. Ibid.
8. D. A. Harrison, D. A. Newman, and P. L. Roth, “How
Important Are Job Attitudes? Meta-Analytic Comparisons
of Integrative Behavioral Outcomes and Time
Sequences,” Academy of Management Journal 49, no. 2
(2006), pp. 305–325.
9. D. P. Moynihan and S. K. Pandey, “Finding Workable
Levers Over Work Motivation: Comparing Job Satisfaction,
Job Involvement, and Organizational Commitment,”
Administration & Society 39, no. 7 (2007), pp. 803–832.
10. See, for example, J. M. Diefendorff, D. J. Brown, and
A. M. Kamin,...

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