Showing papers by "Michael A. Campion published in 1991"
TL;DR: Turnover measures should be viewed as continua rather than as dichotomies as discussed by the authors, and five alternative turnover measures are defined: reasons, voluntariness, avoidability, functionality, and utility.
Abstract: In a review of two areas of turnover researchuindividual motivated choice behavior and organizational consequences--five alternative turnover measures are defined: reasons, voluntariness, avoidability, functionality, and utility. Turnover data for one year (1987) were gathered from 325 former employees, 568 supervisors, 418 replacement employees, and the personnel files of a university. Analyses indicated that organizational records are deficient as a source of information, especially because of the usual practice of recording a single reason for turnover. Voluntariness may result in a classification system that is too gross for validating motivational models. Avoidability, functionality, and utility each measure unique aspects of organizational consequences, but each has limitations. Turnover measures should be viewed as continua rather than as dichotomies. Recommendations for future research are provided.
289 citations
TL;DR: Campion et al. as mentioned in this paper examined the costs and benefits of job enlargement in an interdisciplinary framework and found that enlarged jobs had better motivational design and worse mechanistic design.
Abstract: Costs and benefits of job enlargement were examined in an interdisciplinary framework (Campion, 1988,1989; Campion & Thayer, 1985). A quasi experiment was conducted with multiple comparison groups, dependent variables, and replications in a financial services organization. Enlargement involved combining jobs and adding ancillary duties to jobs. Dataonl 1 clerical jobs were collected from incumbents (n = 377), managers (n = 80), and analysts (n = 90). Enlarged jobs had better motivational design and worse mechanistic (i.e., engineering) design. They had the benefits of more employee satisfaction, less mental underload, greater chances of catching errors, and better customer service, but they also had the costs of higher training requirements, higher basic skills, and higher compensable factors. Biological (i.e., physical) aspects were unaffected. All potential costs of enlarged jobs were not always observed, suggesting that it may be possible to gain benefits through redesign without incurring every cost. The purpose of the present study was to evaluate one of the most popular job redesign interventions in the organizational behavior literature—job enlargement. This intervention is inspired by the psychology-based motivational models of job design (e.g., Hackman & Oldham, 1980; Herzberg, 1966). These models focus on such job attributes as variety, autonomy, and task significance. Evaluations of these interventions are usually concerned only with beneficial outcomes of such models (e.g., job satisfaction).
140 citations
TL;DR: In this paper, the authors predict the motivational value of jobs from task, task interdependence, and task similarity, and find that the task similarity does not correlate well with job satisfaction.
Abstract: The motivational value of jobs was predicted from the motivational value of tasks, task interdependence, and task similarity. This model was tested on 67 jobs (188 incumbents); analysts provided task measures and incumbents provided job measures. Results suggest that, to design motivating jobs, the motivational values of tasks should be increased, as should task interdependence (up to a moderate point); low to moderate amounts of task similarity do not matter.
88 citations
TL;DR: The authors explored three questions important to job design interventions but neglected in research: how do people design jobs, internal processes from psychological (or job enrichment) models of job design, and can job design be predicted from task design.
Abstract: Three questions important to job design interventions but neglected in research were explored. First, how do people design jobs? Internal processes (e.g., growth needs) from psychological (or job enrichment) models of job design were not apparent. Instead, groupings of tasks into jobs suggested simple cognitive categorization based on task similarity, reflecting an engineering (or work simplification) orientation. Second, can job design be predicted from task design? Separate measures for job and task designs were unrelated, indicating that the whole is not predictable from the parts in job design, Third, can job design principles be trained? Subjects easily learned and applied different job design approaches.
32 citations