How supervisors craft their own job and facilitate employees’ job crafting

This research provides insight into how supervisors craft their own job and how supervisors facilitate employees’ job crafting. A qualitative study of 23 supervisors and 20 employees in a waste management organization is utilized. The findings of this study suggest that besides employees, supervisors craft their own job as well. Different efforts and techniques supervisors use are identified. By stimulating supervisors’ job crafting, supervisors’ job satisfaction can be increased. In employees´ job crafting, supervisors have a relevant role because of the degrees of freedom. Although in former studies the degrees of freedom was seen as a given fact, this study identified four levels: invite, allow, discourage and block. Besides, supervisors who are satisfied about their own job will facilitate employees’ job crafting more frequently than hinder employees’ job crafting. Supervisors increase employees’ well-being by invite and allow employees’ job crafting and decrease employees’ well-being by discourage and block employees’ job crafting. Hence this study is innovative with new concepts of job crafting, facilitate job crafting and well-being.