Baroudi, Sabrine ElKhapova, Svetlana N.2022-04-252022-04-25© 20172017Baroudi, S.E. & Khapova, S.N. (2017). The Effects of Age on Job Crafting: Exploring the Motivations and Behavior of Younger and Older Employees in Job Crafting. In R. Benlamri & M. Sparer (Eds.). Leadership, Innovation and Entrepreneurship as Driving Forces of the Global Economy. Springer Proceedings in Business and Economics, (pp. 485 – 505). Springer, Cham. https://doi.org/10.1007/978-3-319-43434-6_42978-331943433-921987246http://hdl.handle.net/20.500.12519/557https://doi.org/10.1007/978-3-319-43434-6_42Purpose: This paper contributes to the job-crafting theory of Wrzesniewski and Dutton (The Academy of Management Review 26(2):179–201, 2001) by exploring the effects of age on job-crafting behaviors (i.e., task crafting, relational crafting, and cognitive crafting) and on job-crafting motivations (i.e., the need for personal control, the desire to create and sustain a positive self-image, and the need for human connection). Design/methodology/approach: Semi-structured interviews were conducted with 16 younger and 15 older employees (n = 31) at a socially responsible non-profit organization in the Netherlands. The qualitative data were analyzed in two major steps: (1) identifying job-crafting motivations and behaviors in older and younger employees and (2) identifying and comparing the differences in the job-crafting motivations and behaviors between older employees and younger employees. Findings: We found that both older and younger employees are likely to engage in job-crafting behavior to assert control over their jobs and to create a positive self-image. However, younger employees may have two different motivations (personal control and positive self-image) for engaging in such job-crafting behavior. Whereas both younger and older employees engage the most in task crafting, younger employees are more likely to engage in all three types of job-crafting behavior; additionally, we found that the three different forms of job-crafting behavior of younger employees occur in conjunction with one another. Research limitations/implications: This study contributes to the original job-crafting model of Wrzesniewski and Dutton (The Academy of Management Review 26(2):179–201, 2001) by including the effect of age in the model, and by demonstrating the importance of studying the three original main job-crafting motivations and behaviors separately from one another. Practical implications: This paper addresses the multigenerational challenges of the contemporary workforce. It demonstrates that managers may play a pivotal role in stimulating older employees to engage in job-crafting behaviors by informing them about job-crafting strategies and providing them with more opportunities to engage in job crafting. Originality/value: This paper is original in that it re-examines, refines, and enriches the job-crafting model of Wrzesniewski and Dutton (The Academy of Management Review 26(2):179–201, 2001), which is receiving a growing interest among researchers and business practitioners. © 2017, Springer International Publishing Switzerland.enLicense to reuse abstract has been provided by Springer Nature and Copyright Clearance Center.AgeJob craftingMotivationsOlder employeesYounger employeesConference PaperCopyright : © 2017, Springer International Publishing Switzerland.