For a long time, employees have been viewed as passive performers of their assigned job tasks. Recently, several scholars have argued that job design theory needs to address the influence of employees on their job designs. In this view, employees are seen as also being responsible for their work outcomes. This is an important switch in job redesign theory. So the concept of job crafting which the new research perspective in Organization Behavior appeared. Based on combing the theoretical and empirical study literature of related job crafting systematically, this article summarized and analyzed the interpretation of the concept of job crafting, the way and method of job crafting, the prediction factors of job crafting and its effections to the individual and organization so that its abundant theoretical connotation and practical value can be realized and understood. Specific content as follows: First，on the concept of job crafting, based on the scholars point of view, this article think that job crafting enables individuals to shape their own work identities and work roles through personal construction of their jobs, and its core purpose is that the employees redesign their work to get a higher job satisfaction, job involvement and resiliency, etc., and then work happily. Second，on the way and method of job crafting，Tims & Bakker（2010）framed job crafting in terms of the JD–R model in order to guide job crafting research. They think that the employees may craft these aspects of the job in three ways according to this model: (1) The employee may increase the level of job resources available at work. (2)The employee may increase the level of job demands at work. (3)The employee may decrease the level of job demands at work. In addition, Berg, Dutton, & Wrzesniewski ( 2013) think that the employees may craft their job through changing tasks (adding tasks, emphasizing tasks, redesigning tasks), changing relationships (building relationships, refeaming relationships, adapting relationships) and changing perceptions ( expanding perceptions, focusing perceptions, linking perceptions). Third, on the antecedents of job crafting, this article report the characteristics of the work situation such as person–job misfit、high levels of autonomy and task independence could facilitate employees’ job crafting behaviors, and also report the characteristics of employees such as high levels of proactive personality, self-efficacy and focus on promotion lead employees to engage more readily in job crafting. Forth, on the effections to the individual and organization, many studies confirmed that job crafting leads to positive outcomes for the employee (e.g. person–job fit, enhanced meaning, job /life satisfaction, work engagement) as well as for the organization (e.g. commitment, high performance, reduced personnel turnover) . Finally, the article gives some suggestions for further research, that is the studies on job crafting should keep focusing on the enrichment and perfection of its theoretical construction, pay attention to individual and group differences of job crafting, strengthen the studies on the role of organization in job crafting as well as deepen the relationships between job crafting and organization.