Topic
Job design
About: Job design is a research topic. Over the lifetime, 9218 publications have been published within this topic receiving 426180 citations.
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TL;DR: In this paper, the authors conducted an empirical study of work motivation and job satisfaction among managers in Chinese restaurants in Hong Kong. And the findings indicated that work environment, job itself, and rewards are critical factors in predicting managers' satisfaction in this specific catering sector.
Abstract: Presents the results of an empirical study of work motivation and job satisfaction among managers in Chinese restaurants in Hong Kong. The findings indicated that work environment, job itself, and rewards are critical factors in predicting managers’ satisfaction in this specific catering sector. A significant relationship was found between job satisfaction and turnover intentions that has supported many studies in the discipline of social psychology. In addition, sectorial and cultural specificity is suggested to address the unique characteristic of the Hong Kong Chinese restaurant environment.
109 citations
109 citations
TL;DR: The results suggest that the inclusion of (occupation) specific job control and job demand measures is a fruitful elaboration of the JD-C model and may provide points of departure for effective stress reducing interventions at work.
Abstract: Objectives: Building on Karasek’s model of job demands and control (JD-C model), this study examined the effects of job control, quantitative workload, and two occupation specific job demands (physical demands and supervisor demands) on fatigue and job dissatisfaction in Dutch lorry drivers. Methods: From 1181 lorry drivers (adjusted response 63%) self reported information was gathered by questionnaire on the independent variables (job control, quantitative workload, physical demands, and supervisor demands) and the dependent variables (fatigue and job dissatisfaction). Stepwise multiple regression analyses were performed to examine the main effects of job demands and job control and the interaction effect between job control and job demands on fatigue and job dissatisfaction. Results: The inclusion of physical and supervisor demands in the JD-C model explained a significant amount of variance in fatigue (3%) and job dissatisfaction (7%) over and above job control and quantitative workload. Moreover, in accordance with Karasek’s interaction hypothesis, job control buffered the positive relation between quantitative workload and job dissatisfaction. Conclusions: Despite methodological limitations, the results suggest that the inclusion of (occupation) specific job control and job demand measures is a fruitful elaboration of the JD-C model. The occupation specific JD-C model gives occupational stress researchers better insight into the relation between the psychosocial work environment and wellbeing. Moreover, the occupation specific JD-C model may give practitioners more concrete and useful information about risk factors in the psychosocial work environment. Therefore, this model may provide points of departure for effective stress reducing interventions at work.
108 citations
Book•
01 Jan 1982
TL;DR: Kelly as discussed by the authors provides a detailed overview of scientific management and the time-and-motion-study approach to fractionating jobs that was developed by Frederick Taylor around the turn of the century, and corrects the misconception that Taylorism created the classic, meaningless, assembly-line job consisting of repeating the same tiny task over and over.
Abstract: This is the latest volume in the Academic Press series on organizational and occupational psychology. The series has generally offered high-quality treatments of important topics and issues, and this volume is a good example. Kelly presents what is in my view the most thorough overview anyone has done on job design, and makes many job design issues clear and intelligible. In the first section, Kelly provides a detailed overview of &dquo;scientific management,&dquo; the time-and-motion-study approach to fractionating jobs that was developed by Frederick Taylor around the turn of the century. He shows what Taylorism was and what it was not. That is, he corrects the misconception that Taylorism created the classic, meaningless, assembly-line job consisting of repeating the same tiny task over and over. This &dquo;contribution&dquo; is reserved to Henry Ford. Kelly then critiques current theories of job design, especially Herzberg’s and the Hackman-Oldham-Lawler approach. He shows that these approaches neglect the organizational environment (overemphasizing psychological problems), overly center on personal problems (and deemphasize economic factors), focus on job dissatisfaction (with little concern that dissatisfaction is related only weakly to either performance
108 citations
TL;DR: In this paper, it was hypothesized that character strengths relate to job performance, and replicable associations between character strengths and job performance (self-reports and supervisory ratings) were found.
Abstract: It was hypothesized that character strengths relate to job performance. Both constructs were investigated with respect to their currently known dimensions (i.e., 24 character strengths; job performance: task performance, job dedication, interpersonal facilitation, organizational support) to get a comprehensive overview of their co-occurrence. Two samples, 318 and 108 employees, respectively, filled in measures assessing character strengths as traits and their usefulness at work, and the job performance dimensions. For Sample 2, also supervisors judged the employees’ job performance. Based on this set of two samples we show replicable associations between character strengths and job performance (self-reports and supervisory ratings). Furthermore, the number of individual strengths beneficial at work was related to job performance. These promising findings open a new field for research on human performance.
108 citations