Playful Work Design and Job Crafting
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Questions and Answers

Which type of leadership is crucial in developing a supportive environment for job crafting?

  • Authoritarian leadership
  • Transactional leadership
  • Laissez-faire leadership
  • Empowering leadership (correct)

What is a potential negative consequence of job crafting motivated by dark personality traits?

  • Increased colleagues’ workload (correct)
  • Improved team performance
  • Increased job satisfaction
  • Enhanced employee engagement

What behavior is associated with promotion-focused individuals in job crafting?

  • Maintaining current workload
  • Seeking resources and challenges (correct)
  • Reducing job demands
  • Avoiding risks

Which of the following is a component of agile work practices (AWPs)?

<p>Retrospective meetings (C)</p> Signup and view all the answers

What is the primary focus of resource mobilization in teams?

<p>Activating and using resources (C)</p> Signup and view all the answers

Which demand positively impacts resource mobilization in teams?

<p>Complex tasks (D)</p> Signup and view all the answers

How does cognitive crafting differ from task or relational crafting?

<p>It occurs in employees’ minds (C)</p> Signup and view all the answers

Which type of feedback can enhance resource mobilization among team members?

<p>Regular feedback loops (D)</p> Signup and view all the answers

What is a characteristic of agile taskwork?

<p>Adaptable planning (A)</p> Signup and view all the answers

What type of resources do agile teams mobilize from stakeholders outside their team?

<p>Knowledge and external resources (C)</p> Signup and view all the answers

Which type of demands can hinder resource mobilization in teams?

<p>Role conflict (A)</p> Signup and view all the answers

What effect does job crafting have on employees' in-role and extra-role performance?

<p>It improves both performances (D)</p> Signup and view all the answers

In agile team effectiveness, which is true about internal and external resources?

<p>Each predicts a unique amount of variance (D)</p> Signup and view all the answers

What is the primary goal of playful work design (PWD)?

<p>To enhance the engagement and enjoyment of individual tasks (A)</p> Signup and view all the answers

Which type of play is characterized as competitive and goal-oriented?

<p>Agnostic play (A)</p> Signup and view all the answers

What is a key strategy in playful work design to enhance task enjoyment?

<p>Incorporating humor and creativity (A)</p> Signup and view all the answers

How does job crafting differ from job design?

<p>Job crafting focuses on individual tasks while job design affects overall tasks and roles (D)</p> Signup and view all the answers

Which of the following is NOT a dimension of job crafting?

<p>Technological changes (B)</p> Signup and view all the answers

What is the relationship between personality traits and job crafting according to the given content?

<p>Proactive personality traits encourage employees to engage in job crafting (B)</p> Signup and view all the answers

What is the JD-R theory's perspective on job crafting?

<p>It emphasizes balancing job demands and resources to enhance motivation (B)</p> Signup and view all the answers

What is a characteristic of the agnostic type of play?

<p>It includes rule-based and competitive elements (C)</p> Signup and view all the answers

What is the expected outcome of implementing playful work design?

<p>Enhancing creativity, problem-solving, and work performance (A)</p> Signup and view all the answers

Which of the following is an example of a cognitive job crafting strategy?

<p>Reframing one’s perception of the work (B)</p> Signup and view all the answers

In playful work design, how do positive emotions contribute to employee engagement?

<p>They help maintain engagement and prevent burnout (D)</p> Signup and view all the answers

What role do leadership styles play in cultivating a play-supportive work culture?

<p>They encourage PWD strategies among employees (D)</p> Signup and view all the answers

Which of the following is a proactive behavior of employees during job crafting?

<p>Taking initiative to reshape their work tasks (A)</p> Signup and view all the answers

What benefit does job crafting provide in relation to social interactions?

<p>It reinforces positive self-identity and strengthens social bonds (D)</p> Signup and view all the answers

Flashcards

Playful Work Design (PWD)

A proactive, cognitive-behavioral approach where employees modify tasks to make work more engaging and enjoyable. It focuses on individual tasks, not the overall job structure.

Ludic Play

A type of play that is fun, spontaneous, and encourages imagination.

Agnostic Play

A type of play that is competitive, rule-based, and focuses on achieving goals.

Designing Fun

A strategy in PWD where employees use humor, stories, or creativity to make tasks more enjoyable.

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Designing Competition

A strategy in PWD where employees introduce challenges, set goals, and strive to outperform their previous achievements.

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Job Crafting

A bottom-up approach where employees proactively reshape their tasks, social interactions, or perspectives to align their strengths with their job.

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Job Design

A top-down approach where organizations design jobs, tasks, and roles to achieve specific outcomes.

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Job Redesign

Changes made to a job, tasks, or conditions by an organization or supervisor.

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Individualization in Job Redesign

Focus on individualization in job redesign, considering jobs as socially embedded and not just focused on individual tasks.

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Task Job Crafting

Modifying job tasks to include more responsibilities that align with an individual's strengths and interests.

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Relational Job Crafting

Improving social connections within the workplace by fostering a supportive network.

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Cognitive Job Crafting

Changing how one perceives their work to increase its significance and meaning.

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Resource Seeking

Proactively seeking out social support, feedback, or autonomy to enhance job resources.

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Challenge Seeking

Engaging in tasks that promote growth or acquiring new responsibilities to stay motivated.

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Demand Reducing

Minimizing or optimizing task load to manage energy and prevent burnout.

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Resource Mobilization

The ability of teams to actively use internal and external resources to reach goals, rather than just having access to them.

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Sprint Cycles

Short, iterative cycles where teams set goals and work towards them, with frequent reviews and adjustments.

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Stand-up Meetings

Daily meetings where team members share progress, challenges, and plans for the day.

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Retrospective Meetings

Meetings where teams reflect on past sprints, identify areas for improvement, and create action plans.

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Co-Created Solutions

Designing products or solutions in collaboration with the end users, involving them in the process.

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Teamwork

The ability of team members to work together effectively, combining their skills and knowledge.

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Challenge Demands

Complex tasks or challenges that can positively impact resource mobilization, encouraging teams to utilize resources.

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Hindrance Demands

Obstacles or limitations that can hinder resource mobilization, like conflicting roles or resource shortages.

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Collective Intelligence

The ability of teams to quickly identify and use resources to address emerging challenges.

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Team Performance

The continuous achievement of goals across multiple performance periods, especially in short-term sprints.

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Team Well-being

The well-being of team members, ensuring that their mental and physical health isn't compromised by achieving goals.

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Role of Reciprocity

The exchange of support between colleagues, where one employee's request for feedback can lead to another colleague being required to use their own resources to provide it.

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Study Notes

Playful Work Design (PWD)

  • PWD is a proactive approach to make work more enjoyable.
  • It focuses on individual tasks, unlike job crafting which modifies the job structure.
  • Two types of play: ludic (fun, spontaneous) and agnostic (competitive, rule-based).
  • PWD strategies include incorporating humor, narratives, and challenges.
  • It enhances engagement and prevents burnout, especially for repetitive tasks.
  • Employees with traits like curiosity and competitiveness are more likely to use PWD.
  • PWD promotes creativity, problem-solving, and better work performance, especially in environments with reduced inherent challenges.

Job Crafting

  • Job crafting is a bottom-up approach where employees reshape their work.

  • It aims to improve person-job fit by modifying tasks, social interactions, or perspectives..

  • It's different from traditional job design, which is often top-down.

  • Key dimensions of job crafting include physical (changing tasks), cognitive (changing perspective), and relational (strengthening social connections).

  • Motivation for job crafting often stems from control, positive self-identity, and connection.

  • Forms of job crafting include task-oriented, relational, and cognitive changes.

  • It balances job demands and resources, enhancing motivation and reducing strain.

  • Job crafting strategies include resource seeking, challenge seeking, and demand reduction.

Job Crafting Antecedents

  • Personality traits like proactive personality, openness, agreeableness, and extraversion are linked to job crafting.
  • Self-efficacy and job characteristics (high demands with autonomy support) also influence job crafting.
  • Social influences like transformational leadership and colleague support encourage job crafting.
  • Person-situation interaction (promotion-focused vs. prevention-focused individuals) also affects job crafting.

Job Crafting Positive Effects

  • Seeking resources and challenges in job crafting is associated with increased engagement, job satisfaction, and resilience.
  • It fosters adaptability to organizational changes and improves performance (in-role and extra-role).

Challenges to Job Crafting

  • Negative consequences can arise from job crafting driven by dark personality traits.
  • Reciprocity (e.g., requesting feedback) necessitates social support exchanges.
  • Leadership's role in fostering a supportive environment for crafting is crucial.
  • Long-term impact of cognitive crafting needs further study.

Team Resource Mobilization

  • Resource mobilization means teams activate and use internal and external resources effectively.
  • Agile work practices (AWPs) support this, fostering adaptive planning and collaboration.
  • Important examples of AWPs include sprint cycles, daily stand-up meetings, and retrospectives.
  • Teams mobilize internal resources (time, knowledge, etc.) and external resources (stakeholders).
  • Balancing challenge demands (motivating) with hindrance demands (inhibiting) is essential.

Team Effectiveness Model

  • Sustained team effectiveness depends on resources, challenge demands, and the reduction of hindrance or negative demands
  • Team-internal resources and external resources significantly improve team effectiveness.
  • Challenge demands motivate and increase resources for effectiveness, whereas hindrance demands do the opposite.
  • Teams need to maintain performance and well-being, not just focusing on outputs alone.
  • Managers can aid resource mobilization by encouraging AWPs and feedback loops.

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Description

Explore the innovative concepts of Playful Work Design (PWD) and Job Crafting in this quiz. Learn how these approaches enhance employee engagement, creativity, and job satisfaction by reshaping tasks and incorporating elements of play. Test your knowledge on how different strategies can improve work environments and prevent burnout.

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