Job design

About: Job design is a research topic. Over the lifetime, 9218 publications have been published within this topic receiving 426180 citations.

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

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.'

Business psychology and organisational behaviour

Abstract: This is a radical revision and expansion of the successful textbook Psychology in Business. The coverage has been extended to include Organisational Behaviour, with new chapters on Power, Politics and Conflict; Organisational Structure and Design; Organisational Culture; Organisational Change and Development; Human Resource Practices (Performance Management, Rewards, Selection); and Hazards at Work (Ergonomic issues). The original chapters have been thoroughly updated and new material has been added on Intelligence and Testing; Job Design; Communication; Training; Creativity; Decision Styles; Job Satisfaction and Organisational Commitment; Teambuilding; Inter-Group Behaviour; Leadership; International Issues; and Occupational Stress. This will be an essential textbook for courses in business psychology and organisational behaviour. However, due to its comprehensive coverage, it will also provide an invaluable handbook for any practitioner in work psychology, organisational behaviour or personnel management.

I can't get no job satisfaction: Meta‐analysis comparing permanent and contingent workers

Abstract: Summary Scholars are concerned that contingent workers experience more adverse psychological job outcomes than permanent employees, but the empirical work on job satisfaction is mixed. The purpose of this study was to quantitatively summarize the potential mean differences in job satisfaction between contingent workers and permanent employees. Meta-analytic results from 72 primary studies (N = 237 856) suggest that compared with permanent employees, contingent workers experience lower job satisfaction (d = −0.21); but when outlying primary studies are removed, the mean difference is small but significant (d = −0.06). Methodological artifacts explain small but significant differences in job satisfaction but do not account for much variance. Moderator analyses support previous findings that contingent workers are not a homogeneous group; some contingent workers (e.g., agency workers) experience lower job satisfaction than permanent employees, whereas the job satisfaction of other contingent workers (e.g., contractors) is similar to permanent employees. The findings have implications for increasing our understanding of job satisfaction by showing that job satisfaction appears to vary by employment type. Practical implications suggest that extending human resource practices to contingent workers may increase their job satisfaction, which has been shown to influence job performance, citizenship behaviors, and turnover. Copyright © 2012 John Wiley & Sons, Ltd.