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Purpose This paper introduces and develops a conceptual model, “organizational job crafting,” to extend and apply job crafting theory to precarious workers. Design/methodology/approach This conceptual model incorporates the perspectives of organizational justice theory into job crafting theory to identify precarious workers’ unique job crafting motivation and processes in their work environment. The theory is developed by integrating and adjusting aspects of these two approaches. Findings This model invokes five propositions specifying (1) the impacts of organizational justice on individual motivations for job crafting, (2) the conditions for developing a shared perception of organizational justice, (3) the forms of organizational job crafting and (4) the individual and organizational effects of job crafting. Moderating conditions are identified, such as the level of connection to labor/community organizations. Originality/value This study extends established job crafting theory, enriching it by incorporating the precarious worker perspective. By connecting job crafting to organizational justice theories, this model opens the possibility that workers’ job crafting can produce not only personal enrichment or work efficiency but also contribute to organizational changes. The theoretical development handles issues blocked or hidden by the original constituent theoretical ingredients.