Showing papers on "Job design published in 1979"

Scales for the measurement of some work attitudes and aspects of psychological well‐being

Abstract: Two studies of male manual workers are described, in which eight scales relevant to the quality of working life are introduced and assessed. The scales build upon previous work, but are designed to remedy certain conceptual and operational deficiencies. They cover work involvement, intrinsic job motivation, higher order need strength, perceived intrinsic job characteristics, job satisfaction, life satisfaction, happiness, and self-rated anxiety. In addition, components of job satisfaction and life satisfaction, derived through cluster analyses, are also identified. The scales are shown to have good internal reliability and to be factorially separate. Comprehensive psychometric data are provided as a base-line for future applications.

Source credibility, information favorability, and job offer acceptance

Abstract: The impact of the favorability of information about a job and the source of information upon applicant perception of source credibility and upon job offer acceptance was examined. Results showed th...

Organizational Behavior: Concepts, Controversies, Applications

Abstract: Each Chapter Ends with "Summary and Implications for Managers". I. INTRODUCTION 1. What Is Organizational Behavior? What Managers Do. Enter Organizational Behavior. OB in the News-Building People Skills through an Executive Coach. Replacing Intuition with Systematic Study. Challenges and Opportunities for OB. Contributing Disciplines to the OB Field. There Are Few Absolutes in OB. There Are Few Absolutes in OB. Coming Attraction: Developing an OB Model. II. THE INDIVIDUAL. 2. Foundations of Individual Behavior. Biographical Characteristics. Ability. OB in the News: The Bell Curve Evidence. Personality. Learning. 3. Perception and Individual Decision Making. What Is Perception and Why Is It Important? Factors Influencing Perception. Person Perception: Making Judgments about Others. OB in the News Managers Explain What Has Helped and Hindered Their Advancement. The Link between Perception and Individual Decision Making. How Should Decisions Be Made? Improving Creativity in Decision Making. OB in the News- Creativity Killers. How Are Decisions Actually Made in Organizations? What About Ethic in Decision-Making? 4. Values, Attitudes, and Job Satisfaction. Values. OB in the News: Ford Uses Generational "Value Groups" to Help Develop Cars. Attitudes. Job Satisfaction. 5. Basic Motivation Concepts. What Is Motivation? Early Theories of Motivation. Contemporary Theories of Motivation. Integrating Contemporary Theories of Motivation. Caveat Emptor: Motivation Theories Are Culture-Bound. 6. Motivation: From Concepts To Applications. Management By Objectives. Employee Recognition Programs. Employee Involvement Programs. Variable Pay Programs. Skill-Based Pay Plans. Flexible Benefits. Special Issues in Motivation. III. THE GROUP. 7. Foundations Of Group Behavior. Defining and Classifying Groups. Stages of Group Development. Sociometry: Analyzing Group Interaction. Toward Explaining Work Group Behavior. External Condition Imposed on the Group. Group Member Resources. Group Structure. Group Processes. Group Tasks. Group Decision Making. 8. Understanding Work Teams. Why Have Teams Become So Popular? OB in the News: Teamwork in the Oil Fields. Teams vs. Groups: What's the Difference? Types Of Teams. Linking Teams and Group Concepts: Towards Creating High-Performance Teams. Turning Individuals into Team Players. Contemporary Issues in Managing Teams. 9. Communication. Functions Of Communication. The Communication Process. Communication Fundamentals. In Practice: Effective Employee Communication in Leading Companies Undergoing Dramatic Changes. Current Issues in Communication. 10. Leadership. What Is Leadership? Transition in Leadership Theories. Trait Theories. Behavioral Theories. Contingency Theories. Looking for Common Ground: What Does It All Mean? The Most Recent Approaches to Leadership. Contemporary Issues in Leadership. 11. Power and Politics. A Definition of Power. Contrasting Leadership and Power. Bases of Power. Dependency: The Key to Power. Identifying Where the Power Is. Power Tactics. Power in Groups: Coalitions. Sexual Harassment: Unequal Power in the Workplace. Politics: Power in Action. 12. Conflict, Negotiation, and Intergroup Behavior. A Definition of Conflict. Transitions in Conflict Thought. Functional vs. Dysfunctional Conflict. The Conflict Process. OB in the News- Spectrum Associates Purposely Builds Conflict into Its Structure. Negotiation. Intergroup Relations. IV. THE ORGANIZATION SYSTEM. 13. Foundations of Organization Structure. What Is Organizational Structure? Common Organizational Designs. OB in the News-Johnson & Johnson: It's Really 160 Companies! New Design Options. Why Do Structures Differ? Organizational Designs and Employee Behavior. 14. Work Design. Conceptual Frameworks for Analyzing Work Tasks. Technology and New Work Designs. Physical Working Conditions and Workspace Design. Work Redesign Options. Work Schedule Options. OB in the News: The Growing Popularity of Alternative Work Schedules. 15. Human Resource Policies and Practices. Selection Practices. Training and Development Programs. Performance Evaluation. OB in the News- Employees Dislike Reviews, Even When They're Favorable. The Union-Management Interface. International Human Resource Practices: Selected Issues. Managing Diversity in Organizations. 16. Organizational Culture. Institutionalization: A Forerunner of Culture. What Is Organizational Culture? What Does Culture Do? Creating and Sustaining Culture. How Employees Learn Culture. V. ORGANIZATIONAL DYNAMICS. 17. Organizational Change and Stress Management. Forces for Change. Managing Planned Change. What Can Change Agents Change? Resistance to Change. Approaches to Managing Organizational Change. Contemporary Change Issues for Today's Managers. OB in the News- The U.S. Army Is Becoming a Learning Organization. Work Stress and Its Management. Appendix A: The Historical Evolution of Organizational Behavior. Appendix B: Research in Organizational Behavior. Appendix C: Scoring Keys for "Learning about Yourself" Exercises. Appendix D: Part Ending Videocases: The Knitting Factory. End Notes E-1. Illustration Credits. Name Index. Organization Index. Glindex (Glossary and Index).

Job Enrichment Versus Social Cues: A Comparison and Competitive Test

Abstract: Forty-one part-time student employees were randomly assigned in a 2 X 2 factorial research design including 2 types of social cues and 2 levels of job enrichment to investigate the effects of the independent variables on perceptions of job enrichment, job ambiguity, job satisfaction, and productivity. All employees worked in a simulated organizational setting involving a routine clerical task. The results showed that both the cues given off by co-workers as well as the physical properties of the task have an effect on employee perceptions of job enrichment and job ambiguity. In addition, people receiving positive social cues from co-workers were more satisfied and more productive than people receiving negative social cues from co-workers. These results are discussed in terms of their relevance for current theories of job motivation. Job enrichment has become an increasingly important issue in both the empirical and practical literature about the quality of work life in America. It is argued that job enrichment will increase commitment and satisfaction as well as the productivity of employees (e.g., Hackman & Oldham, 1975; Herzberg, 1966). These benefits supposedly result from increased levels of certain job characteristics such as task variety, task identity, significance of the job, job autonomy, and feedback (Hackman & Lawler, 1971; Hackman & Oldham, 197,6; Turner & Lawrence, 1965). It is also argued that these effects are strongest for those individuals who have high needs for achievement and growth (Oldham, Hackman, & Pearce, 1976; Steers & Spencer, 1977; Stone, Mowday, & Porter, 1977). Thus, job enrichment, when properly applied, may be

Motivation levels of mis managers versus those of their employees

Abstract: A national study of key factors for motivation was conducted for three levels of MIS management Analysis of the results show that MIS managers perceive their jobs to contain all the necessary ingredients for motivation, in two areas, however, problems exist MIS mangers at all three levels perceive supervisory feedback as needing improvement So do their subordinates, as identified in a previous study Also, the survey revealed both low social need and high growth need of MIS managers, compared to other managers These characteristics man inhibit effective communication, both within subordinates and with other managers Once recognized, the negative aspects of these characteristics may be counteracted, with techniques previously proven in behavioral science

Social Systems Structure, Job Design, and Growth Need Strength: A Test of a Congruency Model

Abstract: An eight cell congruency framework for social system structure (mechanistic-organic), job design (simple-complex), and employee growth need strength (low-high) was used to predict employee satisfac...

Task Design and Employee Motivation

Abstract: This article presents a review of the book “Task Design and Employee Motivation,” by Ramon J. Aldag and Arthur P. Brief.

Job involvement, internal motivation, and employees integration into networks of work relationships / BEBR No. 542

Abstract: Abstract In the study reported here, hypotheses regarding social determinants of internal motivation and job involvement are generated and tested against data gathered from 522 employees of an assembly and packaging plant. Specifically, it is hypothesized that integration into networks of work-based relationships will be positively associated with internal motivation and negatively associated with job involvement. It is also hypothesized that the strength of these relationships will vary with the employees' orientation toward growth and development. Consistent with the hypotheses, it is found that integration is associated with internal motivation; however, isolates who are growth oriented are more internally motivated than isolates who are not growth oriented. There is no main effect of integration on job involvement; however, isolates who are not growth oriented are more involved in their jobs than are isolates who are growth oriented. It is concluded that internal motivation and job involvement can be alternative sources of meaning and identity, particularly for people who are isolated from work relationships and therefore are unlikely to be highly involved with the organization.

Effects of Job Peripherality and Personal Characteristics on the Job Satisfaction of Part Time Workers

Abstract: Sixteen groups of part time employees in a retail sales organization were created by classifying employees by the number of hours they worked per week and whether they were employed on a seasonal o...

Towards an open systems approach to budgeting

Abstract: The theory of open systems has been increasingly applied to the study of organizational planning and control systems. This is also true for the area of budgetary control. At present, however, there is a tendency for writers to treat the design problems as an either/or choice between an open or a closed system. This paper argues that the critical decision problem is where in a system closure can be most beneficially applied. It will show that the open systems view, with its emphasis upon the horizontal dimension in an organization, is better suited for designing effective budgetary control systems. The computation of budget variances is chosen as the key step at which the usefulness of this view can be fully appreciated. An alternative budget variances measurement scheme, based upon similar perspectives in the area of job design, is proposed. It is shown that variances computed under the proposed system more fully reflect the interacting nature of most organizations and provide better control information.

Job satisfaction and teacher absenteeism

Abstract: Extant research on the relationship between job satisfaction and employee absenteeism in the private sector clearly shows that job satisfaction is not a major factor in absenteeism. To determine whether a similar pattern prevails in educational organizations, a study was conducted among elementary teachers. Although the results of this study are consistent with the previous research, there is evidence to suggest that the relationship between job satisfaction and absenteeism, tenuous as it appears to be, is conditioned by the design of the teacher's job. Specifically, job satisfaction and absenteeism are more apt to be related under a condition of high work interdependence than under moderate or low interdependence. (This research was supported in part by the Institute for Educational Finance and Governance, Stanford University.)

The Effect of Significant Other's Job Complexity on Employee Reactions to Work

Abstract: This research examines the interaction of individual employee job complexity with the job complexity of significant others in determining employee reactions to work. Procedures and hypotheses are based on principles of equity theory. For each employee, a composite significant other's job complexity index was formed by averaging the job complexity scores of all individuals within the focal employee'sjob classification who were of the same sex as the focal. Results show significant interactions between this "comparison other"job complexity measure and the job complexity of the focal employee. Specifically, results show that employees who work on jobs of greater complexity than their colleagues have lower satisfaction and higher productivity than employees who work on jobs comparable in complexity to those of comparison others. Employees who work on jobs of lesser complexity than their co-workers have slightly lower satisfaction and productivity than employees who work on jobs comparable in complexity to tho...

The use of moderated regression in job redesign decisions

Abstract: This paper describes the use of moderated regression in job redesign decisions. The procedures outlined are intended to augment the job redesign strategy described by Hackman and his colleagues. Different regression models based on a theory of job design are shown to lead to different job redesign decisions. Comparisons are also made between the moderated regression procedures and the more commonly used subgroups analysis.

Individual and interpersonal moderators of employee reactions to job characteristics: a reexamination

Abstract: This research examines the moderating effects of individual growth need strength (GNS) and interpersonal (supervisory and co-worker) satisfactions on the relationship of job enrichment characteristics to intrinsic job satisfaction and job involvement. Data were collected from a sample of 89 managerial and professional personnel of a large manufacturing firm in the Midwest. The results tend to support previous research findings regarding the moderating effects of individual GNS but not interpersonal satisfaction factors. In fact, significant interactions between job enrichment characteristics and interpersonal factors are obtained but they are opposite those reported in previous research. Implications of the findings for job design are discussed.

Job Satisfaction of Mid-Management Social Workers

Abstract: The increase in the scale and scope of social services int he 1970's created a mid-management sector within social service organizations. The traditional organizational ascendency into managerial positions was insufficient to meet the demand. Consequently, many people were pulled into these positions with varying amounts of experience and education. That these conditions had the potential to create mid-management dissatisfaction seems logical. The major purpose of this research was to find what aspects of the job are related to mid-management satisfaction. Aspects related to satisfaction with the job and potential for growth were found to be commitment of mid-managers to these policies and goals of the organization, job challenge, and loyalty to the organization. On the other hand, satisfaction with the immediate work environment, such as colleagues, supervisors, and working conditions, are related to the cohesiveness of the work unit, supervisory style, and role clarity and congruence.

Task Design Determinants of Effective Leader Behavior

Abstract: The theoretical and empirical research literature on task design and path-goal theory of leadership is reviewed. It is suggested that task design and individual variables interact to form a construct called individual-task congruence. A model is then developed which depicts leader behavior as a moderating variable between individual-task congruence and satisfaction and performance.

Perceptual Measures of Task Characteristics: The Biasing Effects of Differing Frames of Reference and Job Attitudes.

Abstract: The study reported here examines the extent to which variations in the perceptions of job characteristics may be associated, not with objective task characteristics, but with perceptual biases reflecting individuals' frames of reference and general job attitudes. Results show that perceptual assessments of task characteristics vary with the individual's frame of reference and job attitudes.

Relationships between structure and technology at the organizational and job levels

Abstract: There are two main approaches to the study of organizational structure and technology. One is at the organizational level and the other is at the job level. The conclusion that structure and technology are not significantly related is based primarily on the results of organizational level research. Alternatively, a persuasive case can be made that these results stem from lack of a common paradigm. Investigation of research at the job level provides one way of testing this assertion because it is based on a more or less unified framework. When results at the job level are compared a much better case is made for structural and technological covariation. A reasonable doubt must remain concerning the demise of the technological imperative.

Influence of Employee Age, Sex, and Job Status on Managerial Recommendations for Retirement

Abstract: This article presents information on a study which examines the effects of employee age, sex, and job status on managerial assessments toward the desirability of initiating retirement procedures fo...

Directionally different expectancy theory predictions of work motivation and job satisfaction

Abstract: Conventionally, expectancy theory has utilized a multiplicative combination of expectancy and value scores in predicting both job behavior (work motivation and job performance) and job-related affect (job satisfaction). An extensive clinical literature, however, suggests that affect is a function of the discrepancy between expectancies and values. Hence, two hypotheses were advanced and tested in organizational settings: (1) that the multiplicative formulation (ɛEV) will yield superior predictions of work motivation and job performance in comparison to the discrepancy model (ɛE-ɛV), (2) that the discrepancy model (ɛE-ɛV) will yield superior predictions of job satisfaction in comparison to the multiplicative model (ɛEV). Results from three studies (of 399 engineers, 202 librarians, and 1,777 engineers) were highly supportive of both hypotheses.