Attention to job crafting, a form of redesigning work features through employees’ self-initiated changes, has greatly increased among management researchers and practitioners over the past decade. As the term may suggest, it is commonly assumed that job crafting targets at the job. However, this assumption could be flawed, as some crafting behaviors directly change the individual crafter instead of the job. Failure to consider this possibility would lead to an insufficient understanding of the utility of job crafting. To advance the theories of job crafting, this research proposes a new framework of self-oriented crafting and job-oriented crafting that distinguish two different targets of impact. In two empirical studies, this research found initial evidence supporting the validity of self-oriented crafting and job-oriented crafting. Moreover, the two new types of job crafting were found to have differential predictors (i.e., affective commitment to organization versus task-contingent conscientiousness), outcomes (i.e., counterproductive work behavior versus task performance), and boundary conditions (i.e., supervisor emotional support versus instrumental support). Theoretical implications, recommendations for management practices, and future research directions are discussed.