Job design

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

Longitudinal effects of lean production on employee outcomes and the mediating role of work characteristics.

Abstract: The author discusses results from a 3 year quasi-experimental field study (N = 368), which suggest negative effects on employee outcomes after the implementation of 3 lean production practices: lean teams, assembly lines, and workflow formalization. Employees in all lean production groups were negatively affected, but those in assembly lines fared the worst, with reduced organizational commitment and role breadth self-efficacy and increased job depression. A nonequivalent control group had no negative changes in outcomes. Mediational analyses showed that the negative effects of lean production were at least partly attributable to declines in perceived work characteristics (job autonomy, skill utilization, and participation in decision making). The study also shows the longitudinal effects of these work characteristics on psychological outcomes. Implications for lean production, work design, and employee well-being are discussed.

Working in Special Education: Factors that Enhance Special Educators' Intent to Stay:

Abstract: This article presents findings from a study of factors that lead to special education teacher attrition and retention involving 887 special educators in three large urban school districts. We focus on a path analysis of the relationship between intent to stay in the field and factors such as job satisfaction, commitment to special education teaching, and various aspects of job design. Findings suggest several critical factors to consider in order to increase retention and commitment. A leading negative factor was stress due to job design. Perceived support by principals or other teachers in the school helped alleviate this stress. Another key factor was the sense that special educators were learning on the job, either formally or informally, through collegial networks.

Management & organizational behavior

Abstract: A revised, updated overview of the entire field of management. This highly flexible text treats traditional topics, such as planning, organizing, and controlling, as well as production/operations management and organizational behavior. Offers timely coverage of such issues as international management, human resource development, and quality of work life. Also provides new material on motivation to manage, use of power and authority, ERG theory, and the psychological basis for effective job design. Learning aids include margin notes, chapter exercises and cases, and chapter outlines.

The effects of job insecurity on employee safety outcomes: cross-sectional and longitudinal explorations.

Abstract: Job insecurity research has focused primarily on attitudinal (e.g., job satisfaction), behavioral (e.g., employee turnover), and health outcomes. Moreover, research in the area of workplace safety has largely focused on ergonomic factors and personnel selection and training as primary antecedents of safety. Two cross-sectional structural equational modeling analyses and 1 longitudinal regression analysis of 237 food-processing plant employees unite these 2 disparate areas of research by exploring the relatively uncharted relationship between job insecurity and safety outcomes. Results indicate that employees who report high perceptions of job insecurity exhibit decreased safety motivation and compliance, which in turn are related to higher levels of workplace injuries and accidents. The specter of losing one's job as a result of corporate restructuring, mergers and acquisitions, or organizational downsizing looms in the foreground for many of today's employees. Fortune 500 companies alone have reduced their total workforce from an aggregate 14.1 million employees to 11.6 million between 1983 and 1993, with approximately 500,000 U.S. employees facing job loss each year as a result of these transitions (Simons, 1998). These are impressive numbers; however, they do not even begin to capture the number of employees who might be concerned about losing their own jobs or the effect job