Showing papers on "Job design published in 1993"

Relations between work group characteristics and effectiveness: implications for designing effective work groups

Abstract: Five common themes were derived from the literature on effective work groups, and then characteristics representing the themes were related to effectivness criteria. Themes included job design, interdependence, composition, context, and process. They contained 19 group characteristics which were assessed by employees and managers. Effectiveness criteria included productivity, employee satisfaction, and manager judgments. Data were collected from 391 employees, 70 managers, and archival records for 80 work groups in a financial organization. Results showed that all three effectiveness criteria were predicted by the characteristics, and nearly all characteristics predicted some of the effectiveness criteria. The job design and process themes were slightly more predictive than the interdependence, composition, and context themes. Implications for designing effective work groups were discussed, and a 54-item measure of the 19 characteristics was presented for future research.

Employee and Supervisor Ratings of Motivation: Main Effects and Discrepancies Associated with Job Satisfaction and Adjustment in a Factory Setting1

Abstract: Research and theory on employee job satisfaction and well-being has increasingly concentrated on both intrinsic and extrinsic motivational factors. According to self-determination theory (Deci & Ryan, 1985). autonomy, relatedness, and competence are three intrinsic psychological needs that, if fulfilled in the workplace, will lead to greater satisfaction, performance, and general well-being. This study examines employee and supervisor perceptions of the employee's autonomy, competence, and relatedness in the workplace, as well as the degree and direction of discrepancies between employee and supervisor reports. Both employee and supervisor ratings of intrinsic motivational factors were significantly related to work satisfaction, psychological health, and self-esteem, after controlling for the extrinsic factors of pay and job status. Results of discrepancy analyses were somewhat supportive of overrating being associated with greater well-being and job satisfaction. Discussion of the results ties this study to relevant research from a self-determination perspective and to the growing literature on discrepancies and self-perception.

Teacher Commitment, Working Conditions, and Differential Incentive Policies

Abstract: The push for more complex, intellectually demanding approaches to teaching suggests that teacher commitment will continue to be important for effective education. This article develops a framework for assessing how differential incentive policies affect teacher commitment. It identifies seven key workplace conditions that contribute to teacher commitment: job design characteristics, feedback, autonomy, participation, collaboration, learning opportunities, and resources. This framework is used to assess the effects of such differential incentive policies as merit pay and career ladders. The selection mechanisms in these two programs are found to reduce autonomy and collaboration, but the job enrichment aspects of career ladders are found to increase participation, collaboration, and resources. We recommend combining policies that increase participation, collaboration, and feedback rather than continuing to experiment with differential incentives.

Boredom at Work: A Neglected Concept

Abstract: Nearly everyone experiences episodes of boredom at work from time to time, regardless of the nature of their job. Previous research on industrial monotony is unable to explain boredom on any but the simplest of tasks. A broader view of the causes of boredom, including attributes of the task, environment, person, and person-environment fit, is proposed. Individual choices of response to feelings of boredom are also considered, and a number of research propositions are suggested.

The Influence of Cognitive and Affective Based Job Satisfaction Measures on the Relationship Between Satisfaction and Organizational Citizenship Behavior

Abstract: One of the most widely believed maxims of management is that a happy worker is a productive worker. However, most research on the nature of the relationship between job satisfaction and job performance has not yielded convincing evidence that such a relationship exists to the degree most managers believe. One reason for this might lie in the way in which job performance is measured. Numerous studies have been published that showed that using Organizational Citizenship Behavior to supplant more traditional measures of job performance has resulted in a more robust relationship between job satisfaction and job performance. Yet, recent work has suggested that the relationship between job satisfaction and citizenship may be more complex than originally reported. This study investigated whether the relationship between job satisfaction and citizenship could depend upon the nature of the job satisfaction measure used. Specifically, it was hypothesized that job satisfaction measures which reflect a cognitive basi...

Antecedents and consequences of job satisfaction among information center employees

Abstract: The determinants and consequences of job satisfaction for Information Center (IC) personnel have received very little attention, despite their importance to the successful implementation and use of computer technology in organizations. This study explores the antecedents and consequences of job satisfaction for IC employees. Five components of job satisfaction--work, supervision, coworkers, pay, and promotion--were examined besides overall job satisfaction. Two stress variables--role ambiguity and role conflict--were considered as antecedents to satisfaction. Organizational commitment and intention to leave the organization were considered as outcomes from job satisfaction. The study also assessed the importance of personal characteristics as moderating variables to the relationship between the two role stressors and job satisfaction. Results show that role ambiguity was the most dysfunctional variable for IC employees in relation to job satisfaction. Organizational tenure was found to moderate the relationships between role stressors and overall job satisfaction, and some of its components. In addition, the relationship between role ambiguity and some components of job satisfaction were found to be education- and age-dependent. Results also confirmed the importance of job satisfaction in predicting organizational commitment and intention to leave. Implications for IC management and future research are discussed.

The g-ocentric View of Intelligence and Job Performance Is Wrong

Abstract: In their article, Ree and Earles summarized a vast research literature on the efficacy of g, or general intelli gence, in predicting job performance, both in training phases and in application of job knowledge and skills to actual job performance. In every case cited, g correlated from .33 in range-restricted samples to .76 in more general population samples of job applicants. Non-g aptitudes added little to the prediction from g. Critics of the connection between general intelligence and job performance voice their objections and counterpoints in an article and several comments that follow.

Follow-up and extension of the interdisciplinary costs and benefits of enlarged jobs.

Abstract: This study provided a 2-year follow-up, including pretest-posttest and posttest-only quasi experiments, of M. A. Campion and C. L. McClelland's (1991) interdisciplinary evaluation of costs and benefits of a job enlargement intervention. Data were collected on 445 clerical employees and 70 managers in a financial services company. Costs and benefits changed substantially, depending on the type of enlargement. Task enlargement, the focus of the original study, had mostly long-term costs (less satisfaction, efficiency, and customer service and more mental overload and errors). Knowledge enlargement, which emerged since the original study, had mostly benefits (more satisfaction and customer service and less overload and errors). Findings have implications for the enlargement-enrichment distinction and for resolving conflicts between motivational (psychological) versus mechanistic (engineering) models of job design

Correctional officers as human services workers: The effect on job satisfaction

Abstract: Recent findings that job satisfaction is associated with the intrinsic aspects of the job suggest that increased levels of job satisfaction among correctional officers may be obtained by redefining and expanding the officers' duties and responsibilities. Indeed, a “human services worker” model has been advocated as a means of job enrichment for correctional officers. The association of human services work with job satisfaction is discussed, and hypothesized relationships are tested with survey data obtained from state correctional officers in Arizona. The effects of job type on job satisfaction among correctional officers is explored; the results suggest that the type of job conditions the effects of other factors on job satisfaction.

Effect of Electronic Performance Monitoring on Job Design and Worker Stress: Review of the Literature and Conceptual Model

Abstract: An approach to electronic performance monitoring is developed that examines job design and worker stress theories and consequently defines the critical job elements of stress response in an electro...

Job attributes: Preferences compared with reasons given for accepting and rejecting job offers

Abstract: Applicants of a large chemical company completed an adapted Job Preferences Form (Jurgensen, 1978) and, after making a job offer decision, indicated the importance of the same attributes in their decision to accept or reject the offer This study investigated which job attributes applicants reported they preferred in a job, which attributes applicants indicated influenced their job offer decision, and whether the preferred attributes actually were important in the job offer decision The majority of applicants ranked type of work as the most preferred job attribute There were differences, however, in the reasons applicants gave for accepting or rejecting the job offer Specifically, the job was rejected because of the location and accepted because of the type of work A comparison of job attribute preferences with the importance of those attributes in the employment decision suggested that preferences were more similar to reasons given for accepting than for rejecting the job Finally, the implications of the finding that applicants accept and reject jobs for different reasons were discussed, and it was suggested that applicants may be using a non-compensatory decision process

Modeling Job Performance: Is There a General Factor?

Abstract: : Virtually every measurable individual differences variable thought to be relevant to the productivity, efficiency, or profitability of the unit or organization has been used as a measure of job performance in the Industrial- Organizational psychology literature. A question that remains largely unaddressed is the extent to which the various measures correlate with one another. In this dissertation, I examined: (a) the true score intercorrelations between the various dimensions of job performance; and (b) test whether a hierarchical model explains the true score correlations between the different job performance measures.

In What Circumstances Does Job Performance Vary With Ages

Abstract: This paper examines what is known about employee age and the effectiveness of job behaviour, concentrating on studies carried out in work settings and linking these with laboratory investigations. Rated job performance is shown to be generally unrelated to age; overall, absenteeism tends to be greater among younger employees; accidents are more common at lower ages; and staff turnover declines with age. A framework is proposed in terms of three main components of job behaviour: (1) physical ability; (2) adaptability; and (3) general work effectiveness. The major practical need is seen to be the implementation of procedures that enhance adaptability among older employees. An outline model is suggested, with the objective of identifying those jobs in which greater age is either a benefit or a limitation. This model indicates that, in research as well as in practice, the key issues now concern the nature and enhancement of adaptability.

Stress and Coping in Social Workers: A Preliminary Investigation

Abstract: SUMMARY Three groups of social workers (child, adult mental health or handicap, elderly or physical handicap) completed a questionnaire examining sources of stress, coping strategies, and stress outcomes (e.g. anxiety, depression). All respondents reported high levels of stress, although stress resulting from factors intrinsic to the job, relationships with other people, and from the organizational structure were greatest among childcare workers. In addition, these workers reported greater emotional involvement with their clients and higher levels of general anxiety and depression, as well as job related mental distress. The implications of these findings are discussed in relation to training, job design and support of social workers. Few would deny that social work is a stressful occupation. Social work ers often have to deal with difficult clients in difficult settings, frequently in the face of adverse public, or indeed professional, opinion. From an organizational perspective, heavy workloads tend to be the norm. Basic grade social workers, carrying a generic caseload, may be expected to take on cases that require a degree of expertise inappropriate to their level of experience (Rushton, 1987). In addition, social workers may have to face a conflict between the requirement to work and make

Work Teams: What's Ahead in Work Design and Rewards Management

Abstract: N 0 less of an authority on management and B o organizational renewal than Thomas Peters has said, in Thriving on Chaos (Alfred A. Knopf, Inc., 1987), &dquo;The self-managing team should become the basic organizational building block to best ensure success in global competition.&dquo; Only time will tell whether Mr. Peters is a true sage on this point. We do know, however, that more and more companies are turning to some form of work teams as a way of structuring the workplace. Given the zeal with which such work-process systems as justin-time manufacturing (JIT), total quality management (TQM), and other methods are being embraced and adopted throughout corporate America, it is not surprising that various forms of employee involvement are being applied to optimize the combined effect of human and technical process innovation and integration.

A Comparison of Job Satisfaction between Public and Private

Abstract: More than three out of every five Americans are satisfied with their jobs while only one out of every ten is dissatisfied (Linden, 1987). Work occupies a large portion of the waking hours of most people. To some it is the most important thing in their lives. How people feel about their work affects their basic feelings about themselves, their self-esteem, and their perception of themselves. Also, with today's increased technology in the workplace, greater stress is put. on employees, often leading to job dissatisfaction. Since work occupies such a large part of a person's life, satisfaction with one's job is considered an important part of a person's quality of life. Interest in the study of job satisfaction and how it affects an individual's quality of life within and outside of an organization dates from the 1930s (Lawler, 1983). The 1930 studies include those by Hoppock in 1935 and the Western Electric studies that were published in 1939. The Western Electric studies "... emphasized the importance of studying the attitudes, feelings, and perceptions employees have about their jobs" and "... made the point that employees have strong affective reactions to what happens to them at work" bid.). Because people are affected by numerous and varied motivators, satisfaction with one's job means different things to different people resulting in a multitude of definitions. For the purpose of this article, job satisfaction will be considered simply as a person's attitude or feeling toward his or her job. Job satisfaction continues to be one of the most widely studied variables in the field of organizational behavior. An endless number of studies have been conducted and reports written trying to determine workers' satisfaction with their jobs and the causes of their satisfaction/dissatisfaction.)1) Employee satisfaction with their jobs is a considerable concern for public and private sector managers. Various studies have shown that employee absenteeism, turnover, and other behaviors are related to a person's satisfaction with his job and organization (Vroom, 1964; Griffin and Moorehead, 1986). Being aware of the job satisfaction of workers can enable personnel managers to take steps that will insure commitment and involvement from employees. While many of these reports and studies have been concerned with either the public sector or the private sector, very few recent studies (Mirvis and Hackett, 1983; Smith and Nock, 1980; Solomon, 2986) have compared the job satisfaction levels of these two groups of employees. The purpose of this article is threefold: (1) to discuss similarities and differences between public and private sector management; (2) to review research on job satisfaction in order to compare the two sectors; and (3) to compare job satisfaction between the private and public sector within a sample of managers in the state of Missouri. Implications for management, both global and specific, of the similarities and differences between the two sectors are discussed. DIFFERENCES AND SIMILARITIES In order to compare job satisfaction levels between workers in the public and private sectors, it may be helpful to understand some of the differences and similarities that may exist between the two. Historically, the two sectors have been viewed as different, but varying opinions have emerged concerning the existence of both similarities and differences. Similarities between the public and private sectors emphasize a commonality of general management functions (Allison, 1983; Murray, 1983). Whether public or private, management consists of establishing an organizational purpose and developing objectives; planning; selecting, managing, and motivating personnel; and controlling organizational and personnel performance. While Murray (1983) believes that there is also a convergence of other organizational processes between the public and private sectors, Allison (1983) utilizes three previously developed lists in determining differences in the internal structure and processes between the two sectors. …

Job Satisfaction, Job Involvement, Job Security, and Customer Focus of Quick-Service Restaurant Employees:

Abstract: This study examined the relationships of customer focus and job satisfaction, job involvement, and job security for quick-service restaurant employees. Results indicated that job satisfaction, job involvement, and job security do tend to predict customer focus for restaurant employees, and, consequently, increasing job satis faction, job involvement, and job security may improve an employee's customer focus. Having a better understanding of employees and factors which affect their focus on the services they provide to others is critical for restaurant managers as they hire and train employees.

The Relationship of Job Satisfaction to Newsroom Policy Changes

Abstract: The impact of newsroom policies on job satisfaction was studied in an onsite survey of 429 newsroom staffers at twelve West Coast daily newspapers. The study found that newsroom policy changes are ...

The work/family interface: challenging “corporate convenient”

Abstract: Despite the high interest in work/family issues, little attention has been paid to changing the design and structure of managerial work so as to facilitate the work/family interface. Outdated work designs and unquestioned assumptions about “how things are done” may be a significant barrier to women′s advancement in management. Proposes that human resource management professionals need to examine managerial work from the perspective: “What activities and demands are ′corporate convenient′ and what are job related?” Discusses the implications of challenging corporate convenient requirements.

Teacher Work Redesign and Job Satisfaction

Abstract: Current literature that suggests that work redesign contributes positively to teacher job satisfaction hasa largely theoretical as opposed to empirical, basis. By using data from one state-sponsored career ladder program, this study examines the interrelationships between work redesign, work rewards, values, and teacher job satisfaction. Participation in work redesign is found to be associated with job satisfaction among more experienced teachers but not among their less experienced counterparts. The interpretation of results explores this dichotomy of findings related to teachers with differing experience levels.

Job Satisfaction of Persons in Supported Employment.

Abstract: A study was conducted to investigate the job satisfaction of individuals with developmental disabili ties in supported employment. A total of 34 persons were individually interviewed to determine their satisfac tion with supported employment services received and their current job. Findings indicated that the majority of individuals (a) liked their jobs, (b) were satisfied with the help that their job coach had provided, (c) had a voice in choosing their job, (d) would rather work in the community than attend a workshop, and (e) said they had friends at work. Results are discussed in terms of socially validating supported employment outcomes and providing program evaluation information. Although supported employment only reported employment. However, as the sup cently emerged as an alternative to tradiported employment movement grows, a tional vocational opportunities for persons number of "second generation" issues are with severe developmental disabilities, much emerging—in particular, providing quality data exist demonstrating the effectiveness of services, and improving the quality of supported employment (Hill, Wehman, Kreworkers' lives including increased commu gel, Banks, & Metzler, 1987; Wehman, et al., nity integration, empowerment and choice, 1982). In fact, one of the distinguishing charand personal futures planning (Storey, San acteristics of the supported employment dow, & Rhodes, 1990). movement is its focus on producing measurAs the fie]d of supported employment be able outcomes. Data collected evaluating the gins to respond to "second generation" is impact of supported employment on persons sues> it seems appropriate to begin to deter with disabilities demonstrates positive outmine the social validity of supported employ comes in terms of numbers of individuals ment ReCently, Schwartz and Baer (1991) placed, job retention, absentee rates, inemphasized the importance of early assess creased wages, and taxes paid (Hill & Wehment of soda, vaHdi of new or man, 1983; Hill, et al., 1987; Kregel, Wehseryices as a ..defensive technique." Collect man & Banks 1989; Wehman, et al., 1982; • ^ validation data would involve inves. Wehman, Hill, & Koehler, 1979a, 1979b; 8 Wehman, Hill, Wood, & Parent, 1987; Weh tigating the acceptability and/or unaccepta . _ .... bility on three levels (a) importance of ef man, Kregel, & Shafer, 1989). In addition, r . , . ,,, • r , . 6 ...... ' , fects/outcomes, (b) the appropriateness of data exist which indicate that supported em, r f . , rr, . . procedures, and (c) the significance of goals ployment programs are more productive ,n >■ 197g) Accordi to Schwartz and terms of workers earnings, as well as, less 1, • i >• ii i • i , . -lili i Baer (1991) social validity can be determined costly than typical adult day programs, work . . , r /. .. . . '/ i i i. i , , by collecting data from direct consumers (in activity centers, and sheltered workshops • • • r (Conley, Rusch, McCaughrin, & Tines, 1989; d'v,duals who are primary recipients of ser Noble & Conley, 1987; Wehman, et al., Vlces)' »"direct consumers (individuals who jggg^ purchase or hire services for others), Continued collection of outcome and cost»"embers of the immediate community (indi effectiveness data will be necessary to demonviduals who interact with dlrect or indirect strate the on-going effectiveness of supconsumers) and/or members of the ex tended community (individuals who live in the same community but who typically do not „ , . . . interact with direct or indirect consumers). Correspondence concerning this manuscript ' should be addressed to David W. Test, DepartThe direct consumer of supported employ ment of Teaching Specialties, UNC Charlotte, ment is the worker with severe disabilities. Charlotte, NC, 28223. Thus determiningjob satisfaction of workers 38 / Education and Training in Mental Retardation-March 1993 This content downloaded from 207.46.13.174 on Sun, 10 Jul 2016 04:30:34 UTC All use subject to http://about.jstor.org/terms in supported employment would be one poviduals who did not have consistent atten tential measure of the social validity of supdance. ported employment. Job satisfaction data Finally, three studies have directly investi provide a means by which persons in supgated job satisfaction of persons in supported ported employment can begin to socially valiemployment. First, Mason (1990) reported date empirically demonstrated outcomes (e.g., that (a) persons with severe disabilities and are workers satisfied with their jobs, wages, limited verbal skills have little direct input friends?). Job satisfaction measures can also into many decisions regarding quality of life provide a level of social validity of supported issues and priorities; (b) many agencies ad employment procedures by investigating dress wages, hours worked, community inte workers perceptions of services which they gration, and benefits but do little beyond that received. Finally, job satisfaction data can to assist persons with disabilities to improve provide data regarding the social validity of their quality of life; and (c) some supported supported employment goals such as commuemployees lack a "work-related" vocabulary, nity integration, friendships, and empowerNext, Naeve, Harding, Shea, and Allen ment. (1990) found that the majority of individuals Job satisfaction can be measured using a vain supported employment chose their own riety of methods. For example, Inge, Banks, job (69%), liked their job (91%), were satis Wehman, Hill, and Shafer (1988) conducted fied with their current hours and earnings a preliminary study comparing quality of life (80%), and reported that they got along with of supported employees with workshop emothers at work (99%). Finally, Test, Alford, ployees. Data gathered on matched groups andKeul, (1990) found that only 56% of indi using the Adaptive Behavior Scale, a parent/ viduals in supported employment had friends guardian survey, and various physical health at work, 84% were satisfied with the money measures indicated statistically significant they made, and 17% would rather work some differences favoring individuals in supported where else. employment on all three measures. While these studies represent initial at Moseley (1988) advocated for a direct aptempts to gather job satisfaction data on proach to measuring job quality by conductworkers in supported employment, they ing job satisfaction studies with individuals in should be considered tentative due to (a) low supported employment. Biklen and Moseley return rates (i.e., 42% in Naeve, et al., 1990); (1988), however, indicated a number of (b) lack of specific information on how data problems, or difficulties with interviewing were collected (Mason, 1990; Naeve, et al., and/or observing people with severe disabili1990) and (c) a limited range of variables in des (e.g., misunderstandings, open-ended vestigated (Mason, 1990; Test, et al., 1990). questions, the "same answer" problem) In addition, results of previous studies were which must be controlled if results are to be not interpreted in light of the social validity considered reliable. of supported employment. Therefore, the Along these lines, Nisbet and York (1989) purpose of this study was to describe the per used a combination of observation and interceptions of individuals who receive sup views with co-workers, parents, residential ported employment services to assess satisfac staff, teachers, and employers to determine tion with their jobs and the services they re indices of job satisfaction with six young ceived as a source of data for investigating adults with moderate to severe disabilities. the social validity of supported employment While individuals were not in supported emby direct consumers, ployment, they were in jobs in integrated workplaces. Results indicated that, for these w ., , • j• . . ,, , Method six individuals, certain variables (e.g., consis tent attendance, demonstrating adult-like beWorkers havior) were found to be predictors of job satisfaction among the workers. For example, Workers in this study were all 34 persons who workers with more consistent attendance were employed at the time of the study and were more satisfied with their job than indireceiving supported employment services Job Satisfaction / 39 This content downloaded from 207.46.13.174 on Sun, 10 Jul 2016 04:30:34 UTC All use subject to http://about.jstor.org/terms

Job design and job stress in office workers

Abstract: A model to look at various job components that affect individual well-being and health was developed drawing from the job design and job stress literature. Briefly stated, the model proposes job control to be a primary causal determinant of the stress outcomes. The effects of perceived demands, job content, and career/future concerns were hypothesized to influence the stress outcomes only to the extent of their influence on job control. This was tested in a population of government office employees in various clerical, professional, and managerial jobs all of which involve the use of computers. Results indicated that job control was not a crucial determinant of the stress outcomes, that job demands and career/future concerns were consistent determinants of the stress outcomes, and that job content, demands, and career/future concerns did not influence the stress outcomes through job control as described by the proposed model. The differentiation of job control levels to define specific relationships with stress outcomes and other job elements was shown to be useful because different levels of job control were associated with different stress outcomes and job elements.

The Role of Social Contacts in the Successful Job Search.

Abstract: This study examined the impact of social contacts (“It's who you know, not what you know”) on job getting. Workers were interviewed to discover the source of information about their most recent job. Results show that social contacts were the most frequently used resources during the job-getting process and that these personal contacts were used more often in some occupational environments than in others.

Taylorism, new technology and just‐in‐time systems in Japanese manufacturing

Abstract: This article attempts to examine what is believed to be a significant overall Taylorist influence in Japanese manufacturing as well as a specific manifestation of this phenomenon, namely the unique flow requirements of the generic Toyota system (JIT). The use of unbufferred flow, it is argued, is feasible only with consistent quality, thus making non-discretionary Taylorist job design a necessary condition.

Prison Wardens' Job Satisfaction

Abstract: Using a national sample, the authors explore the level and determinants of prison wardens' job satisfaction. The data revealed that, both absolutely and compared with other occupational groups, war...

Morale and Job Satisfaction Among Nurses: What Can Hospitals Do?

Abstract: In an attempt to account for morale and job satisfaction among 314 nurses, this study investigated the influence of work-related and interpersonal variables. Morale on the unit was directly related to supervisor support, co-worker relationships, and work recognition. Personal morale was accounted for by recognition, physical environment, the job itself, and pay. Job satisfaction was predicted by personal morale, work commitment, job clarity, work pressure, and innovation. Suggestions for improving nurse morale and job satisfaction are made.