UNDERSTANDING REACTIONS TO JOB REDESIGN: A QUASI-EXPERIMENTAL INVESTIGATION OF THE MODERATING EFFECTS OF ORGANIZATIONAL CONTEXT ON PERCEPTIONS OF PERFORMANCE BEHAVIOR

Redesigning jobs from a traditional workgroup structure to a semi-autonomous team structure has become increasingly popular, but the impact of such redesigns on employee effectiveness criteria has been mixed. The present longitudinal quasi-experimental study showed that although such a redesign had...

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Bibliographic Details
Published in:Personnel psychology 2006-06, Vol.59 (2), p.333-363
Main Authors: MORGESON, FREDERICK P., JOHNSON, MICHAEL D., CAMPION, MICHAEL A., MEDSKER, GINA J., MUMFORD, TROY V.
Format: Article
Language:English
Subjects:
Behavior
Beliefs
Business process reengineering
Case Studies
Employees
Employment
Groups
Impact analysis
Job design
Management Systems
Occupational psychology
Organizational behavior
Outcome Measures
Problem solving
Quasiexperimental Design
Research Design
Skills
Studies
Teams
Workers
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Summary:Redesigning jobs from a traditional workgroup structure to a semi-autonomous team structure has become increasingly popular, but the impact of such redesigns on employee effectiveness criteria has been mixed. The present longitudinal quasi-experimental study showed that although such a redesign had positive effects on 3 performance behaviors (effort, skill usage, and problem solving), its effectiveness also depended on aspects of the organizational context. In conditions where the organizational reward and feedback and information systems were effective, redesigning work into a semi-autonomous team structure had no discernible effect on performance behaviors. In conditions where these systems were poor, however, such a redesign produced large positive benefits. This suggests that work redesigns that enhance worker autonomy are most effective in contexts where other supportive management systems are absent. [PUBLICATION ABSTRACT]
ISSN:0031-5826
1744-6570
DOI:10.1111/j.1744-6570.2006.00039.x