Showing papers on "Job design published in 1973"

Motivation in Work Organizations

Abstract: For more than twenty years, Edward E. Lawler III has had worldwide influence in the areas of management and organization design. This landmark book, one of the most-cited volumes on the topic of motivation in the workplace, defines Lawler's basic philosophy: in order to have effective organizations, we must understand how to motivate and encourage effective individual performance. Time-tested theories have been the basis for nearly all of Lawler's subsequent work in the areas of pay and reward systems, employee involvement, organization design, and organizational change.In his new introduction to this classic edition, he shows how his original emphasis on work design and reward systems is especially relevant to the current emphasis on creating high performance work organizations through new organization design and management approaches. Lawler's theories continue to help us understand the world around us today, forming the basis for many successful managerial practices found in today's workplace, and continue to prove that no matter what organization design or approach is used, it cannot succeed if it fails to motivate employees to perform well.

Organizational Commitment, Job Satisfaction and Turnover Among Psychiatric Technicians. Technical Report No. 16.

Abstract: Abstract : A study is reported of the variations in organizational commitment and job satisfaction, as related to subsequent turnover in a sample of recently-employed psychiatric technician trainees. A longitudinal study was made across a 10 1/2 month period, with attitude measures collected at four points in time. For this sample, job satisfaction measures appeared better able to differentiate future stayers from leavers in the earliest phase of the study. With the passage of time, organizational commitment measures proved to be a better predictor of turnover, and job satisfaction failed to predict turnover. The findings are discussed in the light of other related studies, and possible explanations are examined. (Modified author abstract)

Effects of a realistic job preview on job acceptance, job attitudes, and job survival

Abstract: A field experiment was conducted in a telephone company to assess the effects of a realistic job preview vs an unrealistic (i.e., “traditional”) preview. Of 80 newly hired female telephone operators, those who saw a realistic job preview film subsequently had more realistic job expectations, fewer t

An Evaluation of Causal Models Linking the Received Role with Job Satisfaction.

Abstract: This study of the relationship of the received role (that is, a person's perceptions of what other organization members expect of him) to satisfaction with one's job presents four plausible models based on four variables: role accuracy, compliance, performance evaluation, satisfaction. These models are evaluated by the Simon-Blalock technique according to how well they fit correlational data from a field study. Compliance and performance evaluation are shown to be important variables mediating the relationship between role accuracy and satisfaction. A revised model is presented that treats rewards and performance separately.'

Effects of Job Redesign: A Field Experiment1

Abstract: A telephone company project to redesign the job of directory assistance operator was: studied in order to determine the effects on workers of “job enrichment” programs. The change increased the amount of variety and the decisionmaking autonomy in the operator's job. However, no change in work motivation, job involvement, or growth need satisfaction occurred as a result of the changes; instead, the changes had a significant negative impact on interpersonal relationships. After the changes, the older employees reported less satisfaction with the quality of their interpersonal relationships, and those supervisors whose jobs were affected by the changes reported less job security and reduced interpersonal satisfaction. Implications of these findings for the theory of job redesign proposed by Hackman and Lawler (1971) are discussed.

Perceived Participation in the Budget Process and Motivation to Achieve the Budget

Abstract: This research examined relationships between perceived participation in the budget process and both motivation to achieve the budget and level in the organizational hierarchy. Need for authoritaria...

A causal-correlational analysis of the job satisfaction and performance relationship.

Abstract: The article reports on the relationship between job satisfaction and employee performance. The author focuses on proving that employee performance leads to ob satisfaction. It is suggested that emp...

Emerging Occupational Values: A Review and Some Findings

Abstract: Studies examining changes in student values have revealed patterns of negative job attributes but little has been found on desired job attributes. Emerging occupational values found in this study i...

What Motivates Principals

Abstract: The purpose of this study was to determine the relevancy of the "motivation-hygiene theory" for a population of principals. A semi-structured interview was used to obtain data from a sample of twenty secondary school principals and twenty elementary school principals. Results indicated that the job-related factors (motivators), achievement and recognition, were significantly mentioned in periods of principals’ job satisfactions. Five context-related factors (hygienes), interpersonal relations with subordinates, interpersonal relations with peers, interpersonal relations with supervisors, supervision-technical, and school district policy and administration were found to be significantly mentioned in periods of principals’ job satisfactions and dissatisfactions. It was concluded that some of the factors mentioned by principals as contributing to their job satisfactions and dissatisfactions were unidirectional.

Worker Background and Job Satisfaction: Comment

Abstract: THERE are two opposing views on the relationship between job satisfaction and worker background, when background is classified as either urban or rural. Jon Shepard reported no relationship between worker background and relative amount of job satisfaction.1 On the other hand, Charles L. Hulin and Milton R. Blood indicated that people with rural backgrounds will report relatively greater job satisfaction than people with urban backgrounds.2 This communication appears to have a solution to these opposing viewpoints. The Hulin and Blood study used plant location to determine worker background, inferring that an urban plant had urban workers and a rural plant had rural workers. Shepard used area of socialization (area where workers lived from age ten to twenty) instead of plant location in his test of the hypothesis that worker background has an effect on job satisfaction. In both studies several types

Job satisfaction and dissatisfaction among hospital nursing supervisors: the applicability of Herzberg's theory.

Abstract: This descriptive study attempted to identify factors which nursing supervisors in general hospitals describe as consistently leading to job satisfaction and dissatisfaction and to assess the validity of Herzberg's motivation-hygiene theory for this population. A semistructured interview, adapted from Herzberg, was used to collect the data. Factors most often mentioned as leading to either job satisfaction or job dissatisfaction (in descending order of frequency) were: Work Itself, Achievement, Hospital Policy and Administration, Recognition, Working Conditions, Supervision-Technical, Interpersonal Relations, Responsibility, and Possibility for Growth. Three motivators—Work Itself, Possibility for Growth, and Recognition—appeared significantly more often in stories of satisfaction; Supervision-Technical, a hygiene, was found significantly more often in dissatisfying accounts (p < .03 for all four factors). For these four factors, the validity of the motivation-hygiene theory appears to be upheld.

Designing systems for job satisfaction

Abstract: This article puts forward the proposition that the present philosophy associated with the design of computer systems is too technically orientated. Human needs are not sufficiently catered for and the attainment of motivational objectives such as an increase in job satisfaction is not seen as part of the systems designers function. A more humanistic approach is required in which the human part of any man-computer system is specifically designed so as to improve the quality of working life of those people interacting with the system.

Interpersonal relationships, job satisfaction, and subjective feelings of competence: their influence upon adaptation to Antarctic isolation

Abstract: Publisher Summary This chapter discusses the influence of interpersonal relationships, job satisfaction, and subjective feelings of competence upon adaptation to Antarctic isolation. Work performance has been the primary criterion of adaptation used because each individual goes to the Antarctic to perform a particular job. Work also has special significance for the men at isolated Antarctic stations for many of their normal social roles—husband, father, and church member—are eliminated or restricted. Therefore, a man's job may assume importance, and his self-esteem may come to depend upon doing a good job and knowing that he is doing a good job. This situation creates a need within the individual for performance evaluation because of the job's dual value as a source of satisfaction and as a source of social status. Social adaptation assumes a role of primary importance in determining both individual levels of adaptation and the overall effectiveness of the winter-over party. These value differences and special in-group loyalties may be superseded by a homogenizing process of adjustment resulting in a new microculture adapted to this extreme environment.

Twenty Questions: Utilizing Job Satisfaction Measures

Abstract: There is ample evidence that shows that satisfaction is negatively related to absenteeism and turnover and that it is always a good idea for managers to know how their employees feel about their job. This article presents managers with strategy for determining if attitude surveys should be taken and some appropriate job satisfaction measures.

Job Restructuring Amongst Blue‐collar Workers

Abstract: This paper presents a review and classification of reported experiments in job design. The study is confined, in the main, to published experiments directed towards the improvement of the motivational content of blue‐collar jobs, and is intended principally to provide a reference source to those researchers or practitioners engaged in work in this field. Before describing these experiments, we shall briefly review the methods available to the job designers who seek to restructure jobs. Much has been written on the subject and for this reason our discussion will be brief, nor will we discuss the history or development of job design principles which is adequately dealt with elsewhere.