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 article, the authors proposed that on the basis of their promotion or prevention regulatory focus, employees respond to organizational change communication via job crafting behaviors that further enhance or hinder their adjustment to change (i.e., work engagement and adaptivity).
260 citations
TL;DR: The results of structural equation modeling analyses confirmed that cynicism mediates the relationship between job resources and performance suggesting that work conditions influence performance particularly through the attitudinal component of burnout.
Abstract: The present study uses the Job Demands-Resources model (Bakker & Demerouti, 2007) to examine how job characteristics and burnout (exhaustion and cynicism) contribute to explaining variance in objective team performance. A central assumption in the model is that working characteristics evoke two psychologically different processes. In the first process, job demands lead to constant psychological overtaxing and in the long run to exhaustion. In the second process, a lack of job resources precludes actual goal accomplishment, leading to cynicism. In the present study these two processes were used to predict objective team performance. A total of 176 employees from a temporary employment agency completed questionnaires on job characteristics and burnout. These self-reports were linked to information from the company’s management information system about teams’ (N71) objective sales performance (actual sales divided by the stated objectives) during the 3 months after the questionnaire data collection period. The results of structural equation modeling analyses did not support the hypothesis that exhaustion mediates the relationship between job demands and performance, but confirmed that cynicism mediates the relationship between job resources and performance suggesting that work conditions influence performance particularly through the attitudinal component of burnout.
259 citations
TL;DR: In this paper, the authors use job demands-resources theory to build a model of public service motivation, which determines how employees in the public sector deal with their daily job demands and resources.
Abstract: This article uses job demands-resources theory to build a model of public service motivation (PSM). Public service motivation determines how employees in the public sector deal with their daily job demands and resources. Highly motivated public servants are able to deal with their job demands and prevent exhaustion. Additionally, because of their sense of calling, they are motivated to mobilize their job resources to stay engaged and perform well. However, if job demands are consistently high and job resources are consistently low, highly motivated public servants will lose their psychological resources, resulting in lower PSM. Reduced PSM, as a consequence, may strengthen the loss cycle of job demands and exhaustion and weaken the gain cycle of job resources and engagement. Public service managers and employees may use this model to optimize their work environment on a day-to-day basis.
259 citations
TL;DR: The authors found that more activated forms of well-being were associated with poorer, rather than better, want-actual fit, since greater motivation raises wanted levels of job features and may thus reduce fit with actual levels.
Abstract: Forms of well-being vary in their activation as well as valence, differing in respect of energy-related arousal in addition to whether they are negative or positive. Those differences suggest the need to refine traditional assumptions that poor person-job fit causes lower well-being. More activated forms of well-being were proposed to be associated with poorer, rather than better, want-actual fit, since greater motivation raises wanted levels of job features and may thus reduce fit with actual levels. As predicted, activated well-being (illustrated by job engagement) and more quiescent well-being (here, job satisfaction) were found to be associated with poor fit in opposite directions--positively and negatively, respectively. Theories and organizational practices need to accommodate the partly contrasting implications of different forms of well-being.
258 citations
TL;DR: In this paper, the authors explore the barriers to the diffusion of new forms of work organization and how to apply socio-technical job design principles more widely applied, using local and overseas examples.
Abstract: As a concept. “New forms of work organization” is not all that new. But it is still regarded as such. Information technology should be accelerating the process of change. But isn't. The cyclical upsurge in attention to industrial democracy is another opportunity to speed up changes to the design of jobs. But probably won't. What are the barriers to the diffusion of these concepts? How can the application of socio-technical job design principles be more widely applied? The paper will explore these and related questions, using local and overseas examples.
258 citations