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In our perspective we draw on assumptions of social constructionism that "place particular
stress on the individual's psy- chological construction of the experiential world" (Gergen, 1994: 67). . The social context pro- vides employees with the materials they use to build the experience of work (Salancik & Pfeffer, 1978) An employee's job is made up of a "set of task elements grouped together under one job title and designed to be performed by a single indi- vidual" (Ilgen & Hollenbeck, 1992: 173). Thus, tasks represent the most basic building blocks of the relationship between employees and the organization (Griffin, 1987) and are composed of "the set of prescribed work activities a person normally performs during a typical work period" (Griffin, 1987: 94 "meaning of the work" we mean individuals' understandings of the purpose of their work or what they believe is achieved in the work (Brief & Nord, 1990) k. At the same time, individuals make claims about what work is and what it is not, making work identity a set of actions as well as a set of cognitions (Bartel & Dutton, in press; Creed & Scully, in press; Guild, 1999; Van Maanen, 1998). Work identification, like organizational identification, assumes correspondence between how individ- uals define themselves and how they define their work (Pratt, 1998). Ilgen and Hollenbeck (1992) define such job changes as emergent task elements, but they separate this idea from the job itself, instead naming these changes as part of the employee's new role. Thus, in their view, jobs do not change as a result of job crafting; we, however, contend that the job (and its tasks), its meaning, and employee identity all change when job crafting occurs Also, job crafting differs from job design (Hackman & Oldham, 1980, t, the job design perspective focuses on employees' experiences of jobs in which task elements are more static. The motivation for job crafting arises from three individual needs. First, employees engage in job crafting to assert some control over their jobs in order to avoid alienation from the work (Braverman, 1974). Second, employees are moti- vated to create a positive self-image in their work. Third, job crafting allows employees to fulfill a basic human need for connection to oth- ers (Baumeister & Leary, 1995). con- trol in one's own environment has been described as "an intrinsic necessity of life itself" (Adler, 1930: 398 pg 182 model of job crafting in *Wrzesniewski-CraftingJobRevisioning-2001.pdf social identity theory (e.g., Tajfel, 1981, 1982 , People also desire to create and sustain a positive sense of self in their own eyes (Steele, 1988) and in the eyes of others (Baumeister, 1982; Erez & Earley, 1993). , employees who view work as simply the source of a paycheck might reduce the amount and complexity of the tasks to be performed in the job (Henson, 1996), those who view work as a calling are more engaged with their work, spend more time working, and view the job as more central to their lives (Wrzesniewski et al., 1997) Work in the twenty-first century increasingly will be changed by the necessity for more em- ployees to actively craft their own work lives, as opposed to having them created by others (Bridges, 1994) . Employees are increas- ingly being treated as "free agents" (Bridges, 1994), left to shape their own work experiences and career trajectories. Research Proposal: Synergizing Well-being and Creativity through Job Crafting In today's dynamic and competitive work environment, organizations are increasingly recognizing the importance of employee well-being and creativity in achieving their goals (Demerouti, 2014) .To address this, a growing body of research has focused on the concept of job crafting, which refers to employees proactively reshaping their job tasks and responsibilities to align with their personal strengths, values, and interests. This proposed research aims to explore the multidimensional relationship between job crafting, well-being, and creativity by investigating how job crafting practices can enhance employee well-beingand facilitate creative thinking and innovation. The specific objectives of this research are as follows:1.To examine the relationship between job crafting and employee well-being, specifically looking at its impact on various dimensions of well-being such as job satisfaction, work-lifebalance, and psychological health.2.To assess the influence of job crafting on employee creativity and innovative thinking, examining the relationship between job crafting behaviors and creative performance, idea generation, and problemsolving skills.To achieve these objectives, a mixed-methods research design will be employed.Quantitative data will be collected through surveys administered to employees across different organizations. The Job Crafting, the General Health, and the Quality of Care questionnaires were administered to 530 employees. Correlations and hierarchical regression analyses will be conducted to analyze the data and examine the relationship between job crafting, well-being, and creativity. Additionally, qualitative data will be gathered through interviews with a subset of participants to gain a deeper understanding of their job crafting practices, subjective well-being, andperceptions of their own creativity.The findings from this research will contribute to the existing body of knowledge on job crafting, well-being, and creativity by providing a more comprehensive understanding of how job crafting practices can enhance employee well-being and creativity.Moreover, the research findings will offer practical implications for organizations in terms of how they can support and encourage job crafting behaviors among employees to promote their well-beingand unleash their creative potential.In summary, this proposed research aims to explore the multidimensional relationship between job crafting, well-being, and creativity.By investigating how job crafting practices can enhance employee well-being and facilitate creative thinking and innovation, this research seeks to deepen our understanding of the complex dynamics between
