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Showing papers on "Job design published in 1990"


Book
26 Apr 1990
TL;DR: In this article, a strategy for redesigning jobs to reduce unnecessary stress and improve productivity and job satisfaction is proposed, which is based on the concept of job redesigning and re-designing.
Abstract: Suggests a strategy for redesigning jobs to reduce unnecessary stress and improve productivity and job satisfaction.

8,329 citations


Journal ArticleDOI
TL;DR: Thirty-three items originally developed to measure three dimensions of nurses' job satisfaction were subjected to a series of checks designed to determine the number of dimensions being measured and the reliability and validity of the measures of these dimensions.
Abstract: Thirty-three items originally developed to measure three dimensions of nurses' job satisfaction were subjected to a series of checks designed to determine the number of dimensions being measured and the reliability and validity of the measures of these dimensions. Although the hypothesis of only three dimensions was not supported, the eight interpretable factors that did emerge could meaningfully be placed within these three dimensions. The eight factors were satisfaction with extrinsic rewards, scheduling, family/work balance, co-workers, interaction, professional opportunities, praise/recognition, and control/responsibility. Internal consistency and test-retest reliabilities are reported, as well as checks for criterion-related and construct validity.

459 citations


Journal ArticleDOI
TL;DR: This paper found that both linear and non-linear components are present in relationships between job features and well-being, and that there is no evidence for a synergistic interaction between decision latitude and job demands.
Abstract: Karasek (1979) drew attention to the possibilities that job characteristics may be non-linearly associated with employee well-being, and that they may combine interactively in relation to well-being. This paper examines those issues, and finds that both linear and non-linear components are present in relationships between job features and well-being. However, there is no evidence for a synergistic interaction between decision latitude and job demands. Those job features are differentially predictive of two aspects of well-being: job-related depression-enthusiasm and anxiety-contentment.

369 citations


Journal ArticleDOI
TL;DR: This article found that novice teachers' commitment is influenced more by organizational supports for the management of boundary issues, while experienced teachers are more influenced by organizational qualities that affect the core instructional tasks.
Abstract: Six organizational conditions of schools, identified from a review of the social-psychological literature on job design, are found to affect the job commitment of 1,213 teachers from 78 elementary schools throughout Tennessee. The authors divide organizational qualities into those that impinge on the tasks of defining boundaries and implementing the professional teaching task and those that directly affect the core instructional role of the teacher. Theyfind that novice teachers' commitment is influenced more by organizational supports for the management of boundary issues, while experienced teachers are influenced more by organizational qualities that affect the core instructional tasks. They also find that midcareer teachers have a lower commitment to their jobs and place a greater emphasis on task autonomy than do either novices or veterans.

318 citations


Journal ArticleDOI
TL;DR: In this paper, the authors examined the relationship of job stress, job stressors, and Type-A behavior pattern with employees' job satisfaction, organizational commitment, psychosomatic health problems, and turnover motivation among full-time nurses working in a large Canadian hospital.
Abstract: The present study examined the relationship of job stress, job stressors, and Type-A behavior pattern with employees' job satisfaction, organizational commitment, psychosomatic health problems, and turnover motivation among full-time nurses (N = 215) working in a large Canadian hospital. Both job stress and stressors (role ambiguity, overload, conflict, and resource inadequacy) were significantly related to four outcome variables. Type-A behavior was associated with high job stress, high role ambiguity, conflict, resource inadequacy, and psychosomatic health problems. In addition, Type-A behavior was found to be an important moderator of the stress-outcome relationships. Implications of the findings for management and for future research are highlighted.

292 citations


Journal ArticleDOI
TL;DR: In this article, the relationship between ethics and job satisfaction for MIS professionals is examined empirically and five dimensions of job satisfaction are examined: (1) satisfaction with pay, (2), satisfaction with promotions, satisfaction with co-workers, (3), satisfaction of supervisors, and satisfaction with the work itself, compared to top management's ethical stance, one's overall sense of social responsibility and an ethical optimism scale.
Abstract: The relationship between ethics and job satisfaction for MIS professionals is examined empirically. Five dimensions of job satisfaction are examined: (1) satisfaction with pay, (2) satisfaction with promotions, (3) satisfaction with co-workers, (4) satisfaction with supervisors and (5) satisfaction with the work itself. These dimensions of satisfaction are compared to top management's ethical stance, one's overall sense of social responsibility and an ethical optimism scale (i.e., the degree of optimism that one has concerning the positive relationship between ethics and success in his/her company).

241 citations


Journal ArticleDOI
TL;DR: A theoretical model was developed and evaluated which describes the differential relationship that organizational attitudes (organizational commitment and satisfaction job attitudes (job involvement and satisfaction) have with several behavioral intentions (turnover, absenteeism, and performance) as discussed by the authors.
Abstract: A theoretical model was developed and evaluated which describes the differential relationship that organizational attitudes (organizational commitment and satisfaction job attitudes (job involvement and satisfaction) have with several behavioral intentions (turnover, absenteeism, and performance). One hundred and fifty-seven male and 409 female participants filled out a survey. Results generally supported the proposed model.

171 citations


Journal ArticleDOI
TL;DR: In this article, a survey study was conducted based on a sample of 219 service deliverers to the elderly in a large midwestern city and it was hypothesized that need satisfaction is positively related to organizational identification, job satisfaction, job involvement, job effort, job performance, and negatively related to personal alienation.
Abstract: Quality of work life (QWL) was conceptualized in terms of need satisfaction stemming from an interaction of workers' needs (survival, social, ego, and self-actualization needs) and those organizational resources relevant for meeting them. It was hypothesized that need satisfaction (or QWL) is positively related to organizational identification, job satisfaction, job involvement, job effort, job performance; and negatively related to personal alienation. A survey study was conducted based on a sample of 219 service deliverers to the elderly in a large midwestern city. The results were consistent with the hypotheses. Managerial implications were also discussed.

161 citations


Journal ArticleDOI
TL;DR: In this article, two alternative work designs for operators of stand-alone advanced manufacturing technology (AMT) were identified for operators, and the hypothesis that operator control would promote better performance and psychological well-being than would specialist control was tested in a longitudinal field study involving work redesign for operators.
Abstract: Two alternative work designs are identified for operators of stand-alone advanced manufacturing technology (AMT). In the case of specialist control, operators are limited to running and monitoring the technology, with operating problems handled by specialists, such as engineers. In the case of operator control, operators are given much broader responsibilities and deal directly with the majority of operating problems encountered. The hypothesis that operator control would promote better performance and psychological well-being than would specialist control (which is more prevalent) was tested in a longitudinal field study involving work redesign for operators of computer-controlled assembly machines. Change from specialist to operator control reduced downtime, especially for high-variance systems, and was associated with greater intrinsic job satisfaction and less perceived work pressure. The implications of these findings for both small and large-scale applications of AMT are discussed.

159 citations


Journal ArticleDOI
TL;DR: The authors examined the assoication between Canadian unions and their member's attitudes and found that unionized workers in Canada are less satisfied with the quality of their jobs than non-union workers.
Abstract: This paper examines the assoication between Canadian unions and their member' attitudes. Data on job satisfaction indicate that unionized workers in Canada are less happy with the quality of their jobs than non-union workers. The former, however, are more satisfied with their financial compensation and job security than non-members.

137 citations


01 Feb 1990
TL;DR: A review of the classical literature on motivation reveals four major theory areas: (1) Maslow's Hierarchy of Needs; (2) Herzberg's Motivation/Hygiene (two factor) Theory; (3) McGregor's X Y Theories; and (4) McClelland's Need for Assessment Theory as discussed by the authors.
Abstract: Job satisfaction, motivation, and reward systems are included in one area of organizational theory. The strongest influence in this area is motivation because it overlaps into both of the other two components. A review of the classical literature on motivation reveals four major theory areas: (1) Maslow's Hierarchy of Needs; (2) Herzberg's Motivation/Hygiene (two factor) Theory; (3) McGregor's X Y Theories; and (4) McClelland's Need for Assessment Theory. Maslow states that people are motivated by unmet needs whici are in a hierarchical order that prevents people from being motivated by a need area unless all lower level needs have been met. Herzberg states that satisfaction and dissatisfaction are not on the same continuum and are therefore not opposites. He further states that the motivational factors can cause satisfar _Lon or no satisfaction while the hygiene factors cause dissatisfaction when absent and no dissatisfaction when present, both having magnitudes of strength. McClelland's need for achievement underlies Maslow's self-actualization. McGregor's Theory Y matches much of Maslow's self-actualization level of motivation. It is based on the assumption that self-direction, self-control, and maturity control motivation. Reward systems must correspond to intrinsic factors if employees are to be motivated. Satisfying extrinsic factors is an all too commonly attempted method for motivating workers, but theory shows that these efforts cannot lead to motivated workers. (Author/ABL) *************************************************************g* ****** Reproductions supplied by EDRS are the best that can be made from the original document. ***********************************************************************

ReportDOI
TL;DR: In this paper, the effects of human resource management policies on the performance of U.S. manufacturing businesses have been investigated using OLS results for labor productivity and Tobin's q models.
Abstract: This paper estimates the effects of systems of human resource management policies on the performance of U.S. manufacturing businesses. OLS results for labor productivity and Tobin's q models both reveal that nonunion businesses that employ a human resource management system with flexible job design, formal training, and workplace communication mechanisms have the highest levels of economic performance. Nonunion businesses with ''Union-style" human resource management systems involving grievance procedures, seniority-based promotions, and no flexible job design exhibit significantly lower levels of performance statistical models are unable to determine whether the more "progressive" human resource management system stimulates economic performance or whether this system is the appropriate choice for better performing businesses. Still, the positive :relationship between performance and this human resource management system suggests that this system will be more common in the future. In contrast, the "union-style" system appears to be a thing of the past. It is confined to unionized businesses in declining industries and very old nonunion businesses with low levels of economic performance.

Journal ArticleDOI
TL;DR: The authors found that employment status may not be a useful predictor of work-related attitudes and that future investigation of potential differences between full-and part-time workers should include a wider variety of factors.

Journal ArticleDOI
TL;DR: In this paper, the authors present a contingency model explaining how this choice of job design is mediated by four types of factors: techno-economic forces, internal labor market structures, institutional mechanisms for governing the labor-management relationship, and the organizational context.
Abstract: The introduction of programmable machines into blue-collar machining occupations affords an opportunity to study the conditions under which occupational skill upgrading occurs with technological change. How do workplaces that permit blue-collar occupations to take on programming responsibilities differ from those that do not? This paper presents a contingency model explaining how this choice ofjob design is mediated byfour types of factors: techno-economic forces, internal labor market structures, institutional mechanisms for governing the labor-management relationship, and the organizational context. The data are from a 1986-87 national survey of production managers in a sizestratified random sample of manufacturing establishments in 21 industries. A multivariate logistic regression analysis reveals that the technology and product market alone do not determine job design. The least complex organizations (small plant, small firm) tend to offer the greatest opportunities for skill upgrading, independent of techno-economic conditions a finding at variance with current labor market segmentation theory.

Book
01 Jan 1990
TL;DR: In this paper, the authors discuss the elements needed for an R&D organization creating a productive and effective R-D organization, job design and organizational effectiveness influencing people motivation, and managing conflict in R-d organizations performance appraisal - employee contribution.
Abstract: R&D organizations and research categories elements needed for an R&D organization creating a productive and effective R&D organization job design and organizational effectiveness influencing people motivation in R&D organizations leadershipin R&D Organizations Managing Conflict in R&D organizations performance appraisal - employee contribution - In R&D organizations technology transfer organizational change in R&D settings. Appendix: research, development and science policy.

Journal ArticleDOI
TL;DR: A theoretical framework is introduced to guide research into the psychological effects of advanced manufacturing technology (AMT) on shopfloor operators and predicts how these independent variables differentially affect system performance, job-related strain and job satisfaction.
Abstract: This paper introduces a theoretical framework to guide research into the psychological effects of advanced manufacturing technology (AMT) on shopfloor operators The framework has two main aspects First, based on the emerging literature on the job content implications of AMT, it identifies four key constructs, namely: control, cognitive demand, production responsibility and social interaction Second, by drawing on the more established job design, stress and related literatures, it predicts how these independent variables differentially affect system performance, job-related strain and job satisfaction The wider implications and limitations of the theoretical framework are discussed

Journal ArticleDOI
TL;DR: In this paper, a mixed idiographic-nomothetic technique was used to assess the personal goals and perceived goal dimensions of 150 employees and found that employees were more satisfied with their jobs to the extent that they had higher goal commitment, perceived high chances of success for attaining their goals and had few negative goals in their job situation.
Abstract: This paper examines the relationship of job satisfaction to dimensions of employee personal work goals. Based on past theory and research, it was hypothesized that the probability of goal success, positivity and negativity of goals, goal commitment, expected negative consequences for goal attainment, and goal clarity would be related to job satisfaction. A mixed idiographic-nomothetic technique was used to assess the personal goals and perceived goal dimensions of 150 employees. Most hypotheses were confirmed, indicating that employees were more satisfied with their jobs to the extent that they had higher goal commitment, perceived high chances of success for attaining their goals, and had few negative goals in their job situation. In addition, two indices of goal clarity, knowing the means for goal attainment and having specific deadlines for goal attainment were also related to satisfaction. The results suggest that the goal dimensions important for performance and motivation may also be responsible for job satisfaction. Implications for the design of goal setting programs to maximize both performance and satisfaction are discussed.

Journal ArticleDOI
TL;DR: This paper provided a preliminary test of two key predictions derived from a conceptual model refining the role of job performance as a direct impact on turnover, and a moderator of the job satisfaction-turnover relationship.
Abstract: The role of job performance in the turnover process has been a problematic issue for researchers and managers alike. The present study provides a preliminary test of two key predictions derived from a conceptual model refining the role of job performance as a direct impact on turnover, and a moderator of the job satisfaction-turnover relationship. The results support differing roles for intrinsic and extrinsic satisfaction components in their relationship with turnover for retail store managers performing at low, average and high levels.

Journal ArticleDOI
TL;DR: This paper showed that when job attributes are controlled, unionization has a significant positive effect on job satisfaction, and that this positive effect is most likely to occur when unions have been able to give workers control over their jobs and involve them in union activities.
Abstract: The dominant theoretical perspective on the effect of unions on job satisfaction suggests that unions reduce job satisfaction by making workers more critical toward the workplace and more willing to complain about problems. However, there are important reasons why unions might be expected to increase satisfaction: Unions reduce wage inequality, increase worker control over jobs, and increase worker commitment to the work and the workplace. Furthermore, the empirical work which found a negative relationship between unionization and satisfaction omitted important variables. Specifically, past work failed to control for the possibility that jobs with undesirable attributes are more likely to be unionized than desirable jobs. We show that when job attributes are controlled, unionization has a significant positive effect on satisfaction. This positive effect is most likely to occur when unions have been able to give workers control over their jobs and involve them in union activities.

Journal ArticleDOI
TL;DR: This article examined variations in job title structures across work roles, and investigated variations in the proliferation of job titles across different kinds of work, asking why some work roles are subdivided into many job titles and others into very few.
Abstract: The division of labor in formal organizations has important consequences for the distribution of opportunities and rewards. This paper examines variations in job title structures across work roles. Analyzing 3,173 job titles in the California civil service system in 1985, we investigate how and why lines of work vary in the proliferation of job categories that differentiate ranks, functions, or particular organizational locations. The statistical analysis underscores the importance of three socialforces shaping the division of labor: ascription by race and sex; the power and social standing of occupational groups, especially the professions; and organizational processes of rationalization. Some implications of these results for studies of organizations and social inequality are discussed. Remarkably little attention has been paid to the structure of job titles, despite the sociological importance of the topic. Distinctions among job titles are clearly relevant to social stratification, since wages, promotion opportunities, and other perquisites are often attached to jobs. From an organizational perspective, job definitions are central to the study of organizational structure. We examine the structure of job titles within a contemporary bureaucratic setting: California state government. In particular, we investigate variations in the proliferation of job titles across different kinds of work, asking why some work roles are subdivided into many job titles and others into very few.

01 Jan 1990
TL;DR: In this paper, four alternatives to the traditional approach are job enrichment, the job characteristics model, Japanese-style management, and quality-of-worklife approaches, and a suggested procedure for implementing a large-scale job redesign program involving 12 steps is outlined.
Abstract: The use of traditional methods for job design and redesign can have a negative impact on productivity and employee morale. Four alternatives to the traditional approach are job enrichment, the job characteristics model, Japanese-style management, and quality-of-worklife approaches. The theories of job enrichment and the job characteristics model are based on job content. Japanese-style management techniques focus on strong teamwork, job harmony, and group goals. The quality-of-life approaches are based on improving an organization’s design. A suggested procedure for implementing a large-scale job redesign program involving 12 steps is outlined.

Journal ArticleDOI
TL;DR: In this paper, a conceptual integration of job design and compensation draws on interdisciplinary job design, job evaluation, and labor economic theory, and it is argued that job design influences the number and level of skills required and the degree to which jobs are physically aversive or hazardous.
Abstract: A conceptual integration of job design and compensation draws on interdisciplinary job design, job evaluation, and labor economic theory. It is argued that job design influences the number and level of skills required and the degree to which jobs are physically aversive or hazardous. External labor markets also respond to skill and physical requirements. Job evaluation links job design and market forces by analyzing jobs’compensable factors that reflect these requirements, and then relating them to the market through wage surveys across firms. An empirical examination presents relationships between job design and pay or job evaluation measures. Strongly supportive results replicate in two separate samples (total n = 213 jobs) which differ in industries, job types, skill levels, job design measures, job evaluation measures, and labor markets. Motivational job design had higher job evaluation measures reflecting higher skill requirements, and mechanistic and perceptual/motor design had lower evaluation measures reflecting lower skill requirements. Biological design had lower evaluation measures reflecting physical requirements.


Journal ArticleDOI
TL;DR: This paper examined social perceptions and attitudes about nonobese and obese salespeople and found that negative stereotypes of obese people diminished their desire to work with them and led to a belief that these persons would be less effective in their jobs than non-obese salespersons.
Abstract: This experimental study was designed to examine social perceptions and attitudes about nonobese and obese salespeople. Specifically, it focused on subjects' desire to work with nonobese and obese salespeople, and it also investigated subjects' evaluations of the effectiveness of these salespersons' job performance. The data indicate that subjects' evaluations of obese salespeople were influenced by negative stereotypes of obese people and that these unfavorable perceptions diminished their desire to work with them and led to a belief that these persons would be less effective in their jobs than nonobese salespersons. Sex differences in subjects' responses are noted, and implications regarding consumers' decision making are discussed.

Journal ArticleDOI
TL;DR: This article identified six components of job history data used by many employers to screen out otherwise acceptable candidates: job hopping, absences from work, latenesses to work, periods of unfilled time, reasons for leaving past employers, and past wage rates.
Abstract: Most research on occupational assignment has concentrated on characteristics of job seekers that presumable signal positive labor market information to employers. Foremost among these have been educational credentials and years and type of work experience. In many cases, though, employers seek indicators that can provide them with negative information about a candidate's prospects for successful job performance; they frequently construct screens that enable them to easily disqualify candidates. Case studies of six Chicago organizations identified six components of “job history data” used by many employers to screen out otherwise acceptable candidates: job hopping, absences from work, latenesses to work, periods of unfilled time, reasons for leaving past employers, and past wage rates. One or more of these items are often consequential in employer hiring decisions. The implications of these findings for a more detailed understanding of status attainment and job assignment are discussed, as well as how rese...

Journal ArticleDOI
TL;DR: The authors examined four sets of work design variables with respect to their relationship with role conflict and role ambiguity in elementary and secondary schools, and found that manageability was correlated with role ambiguity.
Abstract: This paper examines four sets of work design variables with respect to their relationship with role conflict and role ambiguity in elementary and secondary schools. The findings suggest that manage...


Journal ArticleDOI
TL;DR: For career tellers, satisfaction and organization commitment are enhanced by participation in decision-making, job challenge, promotion opportunities, and a people-oriented supervisory style as discussed by the authors, while non-career tellers prefer a super-visory style characterized by a task orientation.
Abstract: In a study of 264 bank tellers, different job characteristics were found to be associated with job satisfaction and organization commitment based on career orientation. For career tellers, satisfaction and organization commitment are enhanced by participation in decision making, job challenge, promotion opportunities, and a people-oriented supervisory style. For the non-career-oriented teller, job satisfaction and organization commitment will be affected positively through association in a cohesive, effective work group. Non-career tellers prefer a supervisory style characterized by a task orientation.

Journal ArticleDOI
TL;DR: In this article, the authors examined whether the public image of the selling job as perceived by direct salespeople has an impact on their tendency to remain active or become inactive in that selling job.
Abstract: This article examines whether the public image of the selling job as perceived by direct salespeople has an impact on their tendency to remain active or become inactive in that selling job. Relationships among job image, job satisfaction, and job performance are also investigated. Salespeople with more negative perceptions of the public image of their job were found to have lower job satisfaction and to be more prone to inactivity, though the strength of these relationships varies somewhat between high and low performers. Implications are provided for researchers and sales managers.