Job design

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

Job attitudes, job satisfaction, and job affect: A century of continuity and of change.

Abstract: Over the past 100 years, research on job attitudes has improved in the sophistication of methods and in the productive use of theory as a basis for fundamental research into questions of work psychology. Early research incorporated a diversity of methods for measuring potential predictors and outcomes of job attitudes. Over time, methods for statistically assessing these relationships became more rigorous, but the field also became narrower. In recent years, developments in theory and methodology have reinvigorated research, which now addresses a rich panoply of topics related to the daily flow of affect, the complexity of personal motives and dispositions, and the complex interplay of attitude objects and motivation in shaping behavior. Despite these apparent changes, a review of the concepts and substantive arguments that underpin this literature have remained remarkably consistent. We conclude by discussing how we expect that these major themes will be addressed in the future, emphasizing topics that have proven to be enduring guides for understanding the ways that people construe and react to their appraisals of their work. (PsycINFO Database Record

Turnover of Information Technology Workers: Examining Empirically the Influence of Attitudes, Job Characteristics, and External Markets

Abstract: This paper presents and tests a conceptual model linking perceptions of the internal work environment and external markets to information technology (IT) worker turnover. The model focuses on organizational commitment (OC) as the primary predictor of turnover intention. We suggest that OC mediates perceptions of the workplace and external environment on turnover intention. Specifically, we hypothesize that OC mediates the influence of (1) job satisfaction, (2) perceived job characteristics, (3) perceived competitiveness of pay, and (4) perceived job alternatives on turnover intention. Also, perceived job alternatives are modeled as having a direct effect on turnover intention. Analysis provides moderate empirical support for the research model. OC and perceived job alternatives demonstrated distinct effects on turnover intention. In addition, OC mediated the influence of job satisfaction, perceived job characteristics, and perceived competitiveness of pay on turnover intention. Findings suggest that through cultivating positive beliefs about the job and attitudes toward the employer, managers may counter the influence of external markets on IT workers' turnover intention.

Designing Work Within and Between Organizations

Abstract: The design of work has been and will continue to be a central problem challenging organization theory and practice. The system of arrangements and procedures for doing work affects all workers every day throughout the world. Work is changing dramatically. In an increasingly global and knowledge-intensive economy, work design is no longer contained within an organization; it often transcends the boundaries of organizations and countries. These changes call for a renewed research focus on work design. Building on configuration and complexity perspectives, we propose a framework for studying work design. We argue that three issues require attention to advance the knowledge of work design: (1) defining the boundaries of work systems, (2) examining how the system is nested in a hierarchy within and between organizations, and (3) determining interactions between the elements of a work system. We propose a method of frontier analysis for identifying equifinal designs-the set of equally effective work designs for different combinations of inputs (situations or contexts) and outputs (performance criteria). When work designs are examined longitudinally, these methods permit an examination of adaptation processes on changing fitness landscapes, suggesting how work systems may increase, decrease, or sustain their relative performance over time.