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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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| Published in: | Personnel psychology 2006-06, Vol.59 (2), p.333-363 |
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| Main Authors: | , , , , |
| Format: | Article |
| Language: | English |
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| cites | cdi_FETCH-LOGICAL-c161t-7b9d884e01cd80f618fdc3c7d78559d6767b4f567cd2ba57a1976536de1f28163 |
| container_end_page | 363 |
| container_issue | 2 |
| container_start_page | 333 |
| container_title | Personnel psychology |
| container_volume | 59 |
| creator | MORGESON, FREDERICK P. JOHNSON, MICHAEL D. CAMPION, MICHAEL A. MEDSKER, GINA J. MUMFORD, TROY V. |
| description | 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] |
| doi_str_mv | 10.1111/j.1744-6570.2006.00039.x |
| format | article |
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| ispartof | Personnel psychology, 2006-06, Vol.59 (2), p.333-363 |
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| source | EBSCOhost Business Source Ultimate; Social Science Premium Collection; ABI/INFORM Global; Wiley-Blackwell Read & Publish Collection; Education Collection |
| 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 |
| title | UNDERSTANDING REACTIONS TO JOB REDESIGN: A QUASI-EXPERIMENTAL INVESTIGATION OF THE MODERATING EFFECTS OF ORGANIZATIONAL CONTEXT ON PERCEPTIONS OF PERFORMANCE BEHAVIOR |
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