In this inductive study, I examine the extent to which the adoption of a Kaizen philosophy in a contact center affects job crafting patterns. The emergent grounded theory model suggests that such job (re)design technique may be experienced by workers in two distinct ways – (1) it can forge an internal process, or (2) it can be perceived as an external imposition. The findings show that whenever an internal process takes place, intrinsic motivation arises to job craft, proving that job crafting is not a mere internal process as previously studied, but the result of a continuous interaction between organizational policies and the individual. In addition, this process is associated with enhanced work identity and work meaning, stronger satisfaction, increased motivation, and enhanced self-confidence and feelings of recognition.