Journal ArticleDOI
Task Interdependence and the Theory of Job Design
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In this paper, the concept of task interdependence was developed and integrated in the blackman and Oldham [1976] theory of job design to differentiate between initiated and received task interdependent according to the direction of workflow in relation to the job incumbent.Abstract:
In this article I develop the concept of task interdependence and integrate it in the blackman and Oldham [1976] theory of job design. I differentiate between initiated and received task interdependence according to the direction of workflow in relation to the job incumbent. Each of these dimensions includes the elements of scope, resources, and criticality. Experienced responsibility for one's own work outcomes is differentiated from experienced responsibility for dependents' work outcomes. Testable hypotheses derived from the elaborated theory are set forth.read more
Citations
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Self-Efficacy: A Theoretical Analysis of Its Determinants and Malleability
TL;DR: In this paper, a model of the determinants of self-efficacy is proposed that enhances understanding of both the complexity and malleability of the construct, and appropriate change strategies are highlighted.
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The Work Design Questionnaire (WDQ): Developing and validating a comprehensive measure for assessing job design and the nature of work.
TL;DR: The results showed that social support incrementally predicted satisfaction beyond motivational work characteristics but was not related to increased training and compensation requirements, which provides new insight into how to avoid the trade-offs commonly observed in work design research.
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7 Redesigning Work Design Theories: The Rise of Relational and Proactive Perspectives
Adam M. Grant,Sharon K. Parker +1 more
TL;DR: In this paper, the authors trace the highlights of two emerging viewpoints on work design: relational perspectives and proactive perspectives, focusing on how jobs, roles, and tasks are more socially embedded than ever before, based on increases in interdependence and interactions with coworkers and service recipients.
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Complex interdependence in task-performing groups
TL;DR: This paper proposed a model of work group performance based on the consequences of complex interdependence (CI), defined as the interactive effects of task, goal, and feedback combinations, and demonstrated the impact of CI on the perceived effectiveness of group task strategy.
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Social and cognitive factors driving teamwork in collaborative learning environments : team learning beliefs and behaviors
TL;DR: A team is more than a group of people in the same space, physical or virtual as discussed by the authors, and increasing attention has been devoted to the social bases of cognition, taking into consideration how...
References
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Journal ArticleDOI
Motivation through the Design of Work: Test of a Theory.
TL;DR: In this paper, a model is proposed that specifies the conditions under which individuals will become internally motivated to perform effectively on their jobs, focusing on the interaction among three classes of variables: (a) the psychological states of employees that must be present for internally motivated work behavior to develop; (b) the characteristics of jobs that can create these psychological states; and (c) the attributes of individuals that determine how positively a person will respond to a complex and challenging job.
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Development of the Job Diagnostic Survey
TL;DR: The Job Diagnostic Survey (JDS) as discussed by the authors was developed to diagnose existing jobs to determine if (and how) they might be redesigned to improve employee motivation and productivity, and to evaluate the effects of job changes on employees.
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A Path-Goal Theory of Leader Effectiveness
TL;DR: In this article, an explanation of the effects of leader behavior on subordinate satisfaction, motivation, and performance is presented, derived from a path-goal theory of motivation, which specifies some of the situational moderators on which the effect of specific leader behaviors are contingent.
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