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Job design

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


Papers
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Journal ArticleDOI
TL;DR: In this paper, the authors address the question of whether both more flexibility in an employees' job design and commitment-oriented HRM activities promote individual innovative work behavior, and find that a multifunctional job and perceived HRM system promote employee involvement in innovative activities through increased feelings of ownership for workrelated issues and problems.
Abstract: A growing number of practitioners and academics endorse that the ability of organizations to foster, develop and use the innovative potential of their employees contributes to organizational success. Yet empirical investigation of individual innovation processes is lacking. In this research we address the question of whether both more flexibility in an employees’ job design and commitment-oriented HRM activities promote individual innovative work behaviour. Findings suggest that a multifunctional job design and the perceived HRM system promote employee involvement in innovative activities through increased feelings of ownership for work-related issues and problems.

292 citations

Book
01 Jan 1994
TL;DR: In this paper, the authors discuss the need for people-centered managers and workplaces Ethics Learning Module: Fines and Jail Time Await Unethical Contractors and U.S. Officials.
Abstract: Part One: Managing People in a Global Economy Chapter One: Needed: People-Centered Managers and Workplaces Ethics Learning Module: Fines and Jail Time Await Unethical Contractors and U.S. Officials Chapter Two: Organizational Culture, Socialization, and Mentoring Chapter Three: Developing Global Managers Part Two: Managing Individuals Chapter Four: Understanding Social Perception and Managing Diversity Chapter Five: Appreciating Individual Differences: Self-Concept, Personality, Attitudes, and Emotions Chapter Six: Motivation I: Needs, Job Design, and Satisfaction Chapter Seven: Motivation II: Equity, Expectancy, and Goal Setting Chapter Eight: Improving Performance with Feedback, Rewards, and Positive Reinforcement Part Three: Making Decisions and Managing Social Processes Chapter Nine: Effective Groups and Teamwork Chapter Ten: Making Decisions Chapter Eleven: Managing Conflict and Negotiating Part Four: Managing Organizational Processes Chapter Twelve: Communicating in the Digital Age Chapter Thirteen: Influence, Power, and Politics: An Organizational Survival Kit Chapter Fourteen: Leadership Fourteenrt Five: Managing Evolving Organizations Chapter Fifteen: Designing Effective Organizations Chapter Sixteen: Managing Change and Organizational Learning

289 citations

Journal ArticleDOI
TL;DR: In this paper, the authors examined the behavioral commitment (intent to stay) of a sample of blue-collar employees from a manufacturing firm in Australia and tested an integrated causal model of behavioral commitment based on four general classes of variables: structural, pre-entry, environmental, and employee orientations.

287 citations

Journal ArticleDOI
TL;DR: In this article, the authors evaluated managers' assumptions about what engenders the desired customer-oriented behaviours among employees. And they found that employees who perceived management behaviour in a positive light and who had participated in values-based training were more likely to feel empowered.
Abstract: Organizational initiatives to strengthen customer orientation among front-line service workers abound, and have led many commentators to speak of the reconstitution of service work. These interventions rest on managers’ assumptions about what engenders the desired customer-oriented behaviours among employees. We evaluate those assumptions in the context of a major change initiative in a supermarket firm. The logic of the programme mirrors key precepts in the contemporary management literature. These are that management behaviour, job design and values-based training can produce a sense of empowerment among employees, and that empowerment will generate prosocial customer-oriented behaviour. Using data from a large scale employee survey, we test the validity of those assumptions. Employees who perceived management behaviour in a positive light and who had participated in values-based training were more likely to feel empowered (i.e. to have internalized prosocial service values and to feel a sense of competence and autonomy on the job). Psychological empowerment was, in turn, positively related to the customer-oriented behaviour of workers. This study, therefore, provides support for key assumptions underlying HRM theory and practice in services.

286 citations

Journal ArticleDOI
TL;DR: In this article, the authors explored the role of satisfaction with job security in predicting organizational commitment and job performance in a multicultural non-western environment and examined factors contributing to the variations in satisfaction with jobs security among employees.
Abstract: The study explores the role of satisfaction with job security in predicting organizational commitment and job performance in a multicultural non‐Western environment. It also examines factors contributing to the variations in satisfaction with job security among employees. Results indicate that satisfaction with job security is positively correlated with both organizational commitment and job performance. Furthermore, employees’ age, educational level, job level, monthly income, marital status, tenure in present job, tenure in present organization and an organization’s activity contribute significantly to the variations in satisfaction with job security among employees. Finally, the relationship between satisfaction with job security, and both organizational commitment and job performance vary across national cultures.

285 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
2023162
2022285
2021118
202097
2019123
2018141