大学職員による非ルーティン型業務の遂行方略

―Job Craftingの観点から―

抄録

 This study examines how university administrative staff handle non-routine work by focusing on the strategies they use and their perceived effectiveness. Using data from a nationwide survey of university administrative staff in Japan, this study analyzes eight specific strategies used in both improvement-oriented and newly initiated work. This study uses job crafting theory, specifically its task, relational, and cognitive boundaries, as a framework to organize and interpret these practices.

 The findings show that relational strategies such as persuading senior administrators, coordinating with faculty members, and negotiating with other departments, are widely used. These strategies are particularly effective for newly initiated studies. The results also reveal differences between job positions, which suggests that the strategic focus changes depending on an individual's position in the organizational hierarchy.

 These results highlight the unique nature of nonroutine work in universities, where boundary spanning (working across different departments) and coordination are essential. Overall, this study provides empirical evidence of how university administrative staff work, thereby offering foundational insights into the dynamics of their roles.