Step 3: Identify Job Loves and Hates
By reorienting how you think about your job, you free yourself up for new ideas about how to restructure your workday time and energy. Take an IT worker who hates dealing with technologically incompetent callers. He might enjoy
teaching more than customer service. By spending more time instructing colleagues--and treating help-line callers as curious students of tech--the disgruntled IT person can make the most of his 9-to-5 position.
Dutton, a professor at the University of Michigan s Ross School of Business, says she has seen local auto-industry workers benefit from the job-crafting process. They come in looking worn down, but after spending two hours on this exercise, they come away thinking about three or four things they can do differently.
They start to recognize they have more control over their work than they realized, says Dutton, who parmered with Wrzesniewski on the original job-crafting research.
Step 4: Put Your Ideas into Action To conclude the job-crafting process, participants list specific follow-up steps: Many plan a one-0n-one meeting with a supervisor to propose new project ideas. Others connect with colleagues to talk about trading certain tasks. Berg says as long as their goals are met, many managers are happy to let employees adjust how they work.
Job-crafting isn t about revenue, per se, but juicing up employee engagement may end up beefing up the bottom line. Amid salary, job and benefit cuts, more and more workers are disgruntled. Surveys show that more than 50% aren t happy
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