ORCID Profile
0000-0001-9894-7750
Current Organisations
American University of Rome
,
University of Queensland Business School
,
Curtin University
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Publisher: Oxford University Press
Date: 22-12-2022
DOI: 10.1093/ACREFORE/9780190224851.013.353
Abstract: Work design refers to the roles, responsibilities, and work tasks that comprise an in idual’s job and how they are structured and organized. Good work design is created by jobs high in characteristics such as autonomy, social support, and feedback, and moderate in job demands such as workload, role ambiguity, and role conflict. Established research shows good work design is associated with work outcomes such as job satisfaction, organizational commitment, work safety, and job performance. Poor work design is characterized by roles that are low in job resources and/or overly high in job demands, and has been linked to poor health and well-being, absenteeism, and poor performance. Work design in the 20th century was characterized by traditional theories focusing on work motivation, well-being, and performance. Motivational and stress theories of work design were later integrated, and work characteristics were expanded to include a whole variety of task, knowledge, social, and work-context characteristics as well as demands, better reflecting contemporary jobs. In the early 21st century, relational theories flourished, focusing on the social and prosocial aspects of work. The role of work design on learning and cognition was also recognized, with benefits for creativity and performance. Work design is affected by many factors, including in idual traits, organizational factors, national factors, and global factors. Managers may impact employees’ work design “top-down” by changing policies and procedures, while in iduals may change their own work design “bottom-up” through “job crafting.” In the contemporary era, technology and societal factors play an important role in how work is changing. Information and communication technology has enabled remote working and collaboration across time and space, with positive implications for efficiency and flexibility, but potentially also increasing close monitoring and isolation. Automation has led to daily interaction with technologies like robots, algorithms, and artificial intelligence, which can influence autonomy, job complexity, social interaction, and job demands in different ways, ultimately impacting how motivating jobs are. Given the rapidly changing nature of work, it is critical that managers and organizations adopt a human-centered approach to designing work, with managers sensitive to the positive and negative implications of contemporary work on employees’ work design, well-being, and performance. Further research is needed to understand the multitude of multilevel factors influencing work design, how work can be redesigned to optimize technology and worker motivation, and the shorter- and longer-term processes linking work design to under-researched outcomes like identity, cognition, and learning. Overall, the aim is to create high-quality contemporary work in which all in iduals can thrive.
Publisher: Informa UK Limited
Date: 06-04-2019
Publisher: Bristol University Press
Date: 03-2019
DOI: 10.1332/204080519X15478200125132
Abstract: This article considers the balance between promoting volunteering in sport by emphasising the personal rewards to prospective volunteers themselves – the dominant management approach – and promoting it by the long-term development of the values of volunteering. We review the motivations and rewards of sports volunteers and how these can be used to promote volunteering as being a transaction between the volunteer and the organisation. This is contrasted with a lifecourse approach to understanding volunteering, and evidence that an understanding of the value of volunteering can be inculcated that underpins continued volunteering. The two approaches regard potential volunteers respectively as ‘consumers’ and as ‘citizens’. We suggest that a shift to treating volunteers as consumers can lead to volunteering being regarded as transactional. The discussion has implications for volunteering in general – in particular, how it can be promoted in a society where narratives of ‘the consumer’ increasingly dominate over those of ‘the citizen’.
Publisher: Informa UK Limited
Date: 15-09-2019
Publisher: Elsevier BV
Date: 02-2020
Publisher: Informa UK Limited
Date: 15-06-2017
Publisher: Wiley
Date: 29-03-2020
DOI: 10.1111/JOOP.12265
Publisher: Wiley
Date: 13-12-2016
DOI: 10.1002/JOB.2167
Publisher: Springer Science and Business Media LLC
Date: 10-05-2022
Publisher: International Union of Geological Sciences
Date: 06-2017
Publisher: SAGE Publications
Date: 10-2021
Abstract: It is not yet clear whether work redesigns actually affect in idual-, team- or organizational-level performance. In a synthesis of this literature, we conclude there is good overall evidence, with the most promising evidence at the in idual level. Specifically, our systematic review assessed whether top-down work redesign interventions affect performance and, if so, why (mechanisms) and when (boundary conditions). We identified 55 heterogeneous work redesign intervention studies, of which 39 reported a positive effect on performance, two reported a negative effect, and 14 reported mixed effects. Of five types of work redesign, the evidence that work characteristics can explain the effect of redesign interventions on performance was most promising for relational interventions, and participative and non-participative job enrichment and enlargement. Autonomous work group and system-wide interventions showed initial evidence. As to ‘why’ work redesigns enhance performance, we identified change in work motivation, quick response and learning as three core mechanisms. As to ‘when’, we showed that intervention implementation, intervention context (including alignment of organizational systems, processes and the work redesign) and person factors are key boundary conditions. We synthesize our findings into an integrative multilevel model that can be used to design, implement and evaluate work redesigns aimed at improving performance.
Publisher: Informa UK Limited
Date: 03-09-2023
Location: Italy
Location: United Kingdom of Great Britain and Northern Ireland
Location: Italy
Location: Italy
Location: United Kingdom of Great Britain and Northern Ireland
Location: United Kingdom of Great Britain and Northern Ireland
No related grants have been discovered for Caroline Knight.