사내 퍼실리테이션 플랫폼 사례 분석을 통해 본 잡크래프팅 연구: 잡크래프팅(Job Crafting)의 조직적 개입을 중심으로

초록

This study explores how job crafting can be institutionalized and operationalized at the organizational level through a case analysis of Company K’s in-house facilitation platform. While existing literature has largely focused on individual-initiated job crafting, this research demonstrates that structured organizational interventions can effectively support and scale job crafting behaviors. Company K utilized facilitation not merely as a collaborative method but as a strategic platform for enabling job crafting, supported by mechanisms such as a formal facilitator system, open participation structures, executive sponsorship, and performance-linked rewards. Wrzesniewski and Dutton’s (2001) framework(task, relational, and cognitive crafting) the study finds that facilitation activities empowered employees to redesign tasks, build new relationships, and reinterpret the meaning of their work. Focus group interviews with 30 internal facilitators revealed improvements in work engagement, career development, organizational trust, and autonomy. Based on these findings, the study proposes five strategic imperatives for embedding job crafting within organizational systems: shifting executive mindsets, forming dedicated facilitation teams, creating inclusive participation platforms, enhancing facilitator capabilities, and reinforcing performance-based incentives. From a human resource development(HRD) perspective, this facilitation-based approach fosters autonomy-driven learning, employee-led role construction, and multi-level capability development. The study contributes to the theoretical expansion of job crafting and offers HRD professionals a practical framework for driving sustainable organizational change.

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