Showing papers by "Paul Jackson published in 1996"
TL;DR: In this article, the authors used more focused measures of demands and control, with a sample of 1451 manufacturing employees, and found clear evidence of the predicted interaction effect, while using a measure of decision latitude rather than of job control did not show an equivalent effect.
Abstract: Karasek (1979) proposed that job demands and decision latitude interact to cause psychological strain. Main effects of these job variables on strain have been often found, but the predicted interaction between them has been less consistently demonstrated. We argue that this lack of support results from inadequate specification and operationalization of the independent variables. In particular, most empirical tests of the interaction have been based on a general measure of decision latitude which encompasses a wide range of job properties including control, task variety and learning opportunities. Yet, theoretically, it is control which is the crucial factor. In this study we used more focused measures of demands and control, with a sample of 1451 manufacturing employees, and found clear evidence of the predicted interaction effect. Parallel analyses using a measure of decision latitude rather than of job control did not show an equivalent effect. It is recommended that greater attention be paid to congruence between theory and measurement.
461 citations
TL;DR: In this paper, the authors present a conceptual framework for interpreting the effects of just-in-time (JIT) and report findings from a study of the impact of JIT on the content of workers' jobs and on job satisfaction and psychological strain.
Abstract: Just-in-time (JIT) production systems are increasingly being seen as a vital way for manufacturing organizations to enhance their competitiveness. A number of commentators have suggested that this will simplify jobs and reduce employee well-being. This paper presents a conceptual framework for interpreting the effects of JIT and reports findings from a study of the impact of JIT on the content of workers'jobs and on job satisfaction and psychological strain. The introduction of JIT led to a reduction in control over work timing, an increase in production pressure, and a drop in job satisfaction. Contrary to claims in the literature, no changes were found in control over work methods, other aspects of cognitive demands and skill use, and in psychological strain. The study shows that JIT can be implemented without radical changes in job content or adverse impact in terms of employee strain, and the implications of these findings are discussed.
81 citations