ORCID Profile
0000-0002-0978-1873
Current Organisations
University of Western Australia
,
Curtin University
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Research Topics
In Research Link Australia (RLA), "Research Topics" refer to ANZSRC FOR and SEO codes. These topics are either sourced from ANZSRC FOR and SEO codes listed in researchers' related grants or generated by a large language model (LLM) based on their publications.
Top 5 Research Topics
ANZSRC Field of Research (FoR)
Organisational Behaviour | Industrial and Organisational Psychology | Psychology | Business and Management | Industrial And Organisational Psychology | Human Resources Management | Australian Government and Politics | Applied Sociology, Program Evaluation and Social Impact Assessment | Aboriginal and Torres Strait Islander History | Applied Economics | Political Science | Applied Economics Not Elsewhere Classified | Nursing Not Elsewhere Classified | Human Resources Management | Labour Economics | Family and Household Studies | Business Information Systems (Incl. Data Processing) | Marketing And Market Research | Psychological Methodology, Design And Analysis | Counselling, Welfare and Community Services | Population Trends and Policies | Developmental Psychology and Ageing | Social Policy | Marketing | Insurance Studies
ANZSRC Socio-Economic Objective (SEO)
Management | Management | Expanding Knowledge in Commerce, Management, Tourism and Services | Expanding Knowledge in Psychology and Cognitive Sciences | Electoral Systems | Superannuation and Insurance Services | Occupational health (excl. economic development aspects) | Marketing | Education and Training Systems Policies and Development | Learner Development | Productivity | Electronic Information Storage and Retrieval Services | Library and Archival Services | Health Related to Ageing | Occupational Health | Microeconomic issues not elsewhere classified | Changing work patterns | Micro Labour Market Issues | Technological and Organisational Innovation | Expanding Knowledge through Studies of Human Society | Nursing | Conserving Aboriginal and Torres Strait Islander Heritage | Information Processing Services (incl. Data Entry and Capture) | Application Tools and System Utilities | Mental health | Work and Institutional Development not elsewhere classified | Structure, Delivery and Financing of Community Services |
Related Links
Publications
GETTING CREDIT FOR PROACTIVE BEHAVIOR:SUPERVISOR REACTIONS DEPEND ON WHAT YOU VALUE AND HOW YOU FEEL
Publisher: Wiley
Date: 04-02-2009
In the eye of the beholder: How proactive coping alters perceptions of insecurity.
Publisher: American Psychological Association (APA)
Date: 12-2020
DOI: 10.1037/OCP0000198
Correlates of Employee Attitudes Toward Functional Flexibility
Publisher: SAGE Publications
Date: 06-1993
DOI: 10.1177/001872679304600602
Abstract: Public service employees (3044) completed a questionnaire seeking information on their expectations regarding a proposal to increase their functional flexibility. It was proposed that beliefs concerning the unfavorability of outcomes of the intervention would be correlated with a range of biographical, affective, and job content variables. Multivariate analyses revealed that the scope of an employees' existing job and biographical variables (apart from age) were not generally predictive of attitudes to functional flexibility. Rather, unfavorable attitudes were weakly associated with low levels of extrinsic satisfaction, perceived reward equity, aspiration organizational commitment, and age. The implications of these findings for work and skills restructuring interventions and organizational change in general are discussed.
Self-managing team or tayloristic production chain? What can we learn from simulation-based work design trainings,Teil-autonome Arbeitsteams oder tayloristische Produktionslinie? Welche Erkenntnisgewinne bieten simulationsbasierte Work Design Trainings
Publisher: Springer Science and Business Media LLC
Date: 13-04-2018
Reorienting job crafting research: A hierarchical structure of job crafting concepts and integrative review
Publisher: Wiley
Date: 23-10-2018
DOI: 10.1002/JOB.2332
New directions for exploring the consequences of proactive behaviors: Introduction to the special issue
Publisher: Wiley
Date: 2019
DOI: 10.1002/JOB.2334
Job Satisfaction and Job Design
Publisher: Palgrave Macmillan UK
Date: 1979
How work redesign interventions affect performance: An evidence-based model from a systematic review
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.
A conceptual replication of ambidextrous leadership theory: An experimental approach
Publisher: Elsevier BV
Date: 08-2020
How Does the Use of Information Communication Technology Affect Individuals? A Work Design Perspective
Publisher: Academy of Management
Date: 07-2020
Fast or Slow: How Temporal Work Design Shapes Experienced Passage of Time and Job Performance
Publisher: Academy of Management
Date: 12-2022
Minimizing strain and maximizing learning: The role of job demands, job control, and proactive personality.
Publisher: No publisher found
Date: 1999
The Bigger Picture: How Organizational Citizenship Behaviors Fit Within a Broader Conceptualization of Work Performance
Publisher: Oxford University Press
Date: 10-01-2017
DOI: 10.1093/OXFORDHB/9780190219000.013.3
Abstract: Scholars have identified numerous forms of in idual work performance, including core task, adaptive, proactive, and citizenship. Although the ersity of performance constructs has contributed to breadth, it has also resulted in a fragmented literature that, at times, operates in theoretical silos. As such, the overarching purpose of this chapter is to consider how organizational citizenship behavior (OCB) constructs relate to, and can fit within, broader models of in idual work performance. We begin with a brief history of work performance concepts and review five integrative models of in idual performance, culminating with the presentation of the Griffin, Neal, and Parker (2007) model. We use the latter to assess systematically whether and how OCB concepts relate to other performance concepts. We highlight constructs that fit readily within the Griffin et al. framework, in addition to constructs that do not. We conclude with five recommendations.
Age diversity in teams
Publisher: Wiley
Date: 13-10-2022
DOI: 10.1002/JOB.2570
Abstract: Our research examined how team age ersity can be either detrimental or beneficial for team performance depending on team agreeableness minimum. In age erse teams, a disagreeable teammate may trigger age‐based stereotypes about his/her social group, thereby activating social categorization. This would result in decreased relational team functioning and worsened team performance. When the least agreeable member scores high on agreeableness, negative social categorization processes may not be triggered in age erse teams. They may focus on informational ersity with beneficial effects for team relational processes and team performance. We tested our model in three s les (Study 1: k = 81, N = 254 Study 2: k = 109, N = 434 Study 3: k = 195, N = 1784) wherein performance was measured both objectively (Studies 1 and 2) and subjectively (Study 3). In both Studies 1 and 2, team age ersity was positively related to team performance when team agreeableness minimum was high. In Study 2, when the least agreeable person scored low on agreeableness, greater age ersity resulted in lower performance, and this relationship was mediated by higher interpersonal conflict. In Study 3, these interactive effects transpire via reduced team cohesion—another aspect of relational team functioning.
Work Design Influences: A Synthesis of Multilevel Factors that Affect the Design of Jobs
Publisher: Academy of Management
Date: 2017
Need for Cognition as an Antecedent of Individual Innovation Behavior
Publisher: SAGE Publications
Date: 21-12-2011
Abstract: The authors propose that need for cognition, an in idual’s tendency to engage in and enjoy thinking, is associated with in idual innovation behavior. Moreover, drawing on an interactionist perspective, the authors suggest that need for cognition becomes more important when in iduals face lower job autonomy and time pressure in their work. This is because, when these job characteristics are low, there is no contextual driving force for in idual innovation, so personality has a stronger influence. In a multisource study of 179 employees working in a Dutch research and consultancy organization, the authors’ expectations were largely supported. They found that need for cognition was positively associated with peer-rated innovation behavior, as were job autonomy and time pressure, even when controlling for openness to experience and proactive personality. Furthermore, the relationship between need for cognition and innovation behavior was strongest for in iduals with low job autonomy and low time pressure and indeed was nonexistent at high levels of these contextual variables. This study, therefore, suggests that context can substitute for an in idual’s need for cognition when it comes to in idual innovation.
Effects of chronic job insecurity on Big Five personality change.
Publisher: American Psychological Association (APA)
Date: 11-2020
DOI: 10.1037/APL0000488
Putting job design in context: Introduction to the special issue
Publisher: Wiley
Date: 22-01-2010
DOI: 10.1002/JOB.679
Abstract: This special issue introduces new cross‐disciplinary, cross‐level, and cross‐cultural perspectives on job design. The authors examine job design from the viewpoints of organizational behavior, sociology, economics, corporate strategy, entrepreneurship, and evolutionary psychology. They consider job design in the context of interpersonal interactions, teams, leadership, networks, occupations, organizational structures, national cultures, and institutional fields. They explore how employees take initiative to craft their jobs, negotiate idiosyncratic deals, and navigate entrepreneurial roles, corporate director roles, executive roles, and careers. Copyright © 2010 John Wiley & Sons, Ltd.
Enhancing role breadth self-efficacy: The roles of job enrichment and other organizational interventions.
Publisher: No publisher found
Date: 1998
Transformational leadership development
Publisher: Emerald
Date: 29-04-2014
DOI: 10.1108/LODJ-05-2012-0063
Abstract: – This paper aims to investigate whether leaders whose transformational leadership behavior improves after training exhibit different psychological reactions compared to leaders whose leadership behavior does not improve. – The authors followed 56 leaders taking part in a transformational leadership training program. Questionnaire measures of leaders’ self-efficacy, positive affect, perspective taking, and transformational leadership behavior were obtained pre- and post-training. – Leaders whose self-efficacy, perspective taking and positive affect increased over the training period also reported improvements in their transformational leadership behavior. In addition, leaders whose positive affect increased were more likely to receive improved transformational leadership behavior ratings from their supervisors, team members and peers. – The study supports the proposition, derived from social cognitive theory that change in transformational leadership behavior is related to change in leaders’ psychological attributes. Further research is required to establish the direction of this relationship and whether leaders’ psychological reactions represent a means through which the effectiveness of leadership interventions can be improved. – Leaders’ psychological reactions should be monitored and supported during developmental interventions. Effective leadership training interventions are important not only to achieve change in behavior, but to avoid negative psychological outcomes for leaders. – The study is unusual because it explores the relationship between leader attributes and leadership behavior longitudinally, in a training context. The longitudinal analysis, focussing on change in leaders’ psychological attributes, allowed us to explain more variance in leaders’ reactions to training.
SEEING ANOTHER VIEWPOINT: ANTECEDENTS AND OUTCOMES OF EMPLOYEE PERSPECTIVE TAKING.
Publisher: Academy of Management
Date: 12-2001
DOI: 10.2307/3069390
Perceived barriers to multiprofessional team briefings in operating theatres: a qualitative study
Publisher: BMJ
Date: 02-2020
DOI: 10.1136/BMJOPEN-2019-032351
Abstract: This study investigates perceived barriers towards the implementation of multiprofessional team briefings (MPTB) in operating theatres, as well as ways to overcome these perceived barriers. Previous research shows that MPTB can enhance teamwork and communication, but are underused in operating theatres. By adopting a multilevel systems perspective, this study examines perceived barriers and solutions for MPTB implementation. Participants completed open-ended survey questions. Responses were coded via qualitative content analysis. The analysis focused on themes in the responses and the systems level at which each barrier and solution operates. Four tertiary hospitals in Australia. 103 operating theatre staff, including nurses, surgeons, anaesthetists, technicians and administrators. Participants identified barriers and solutions at the organisational (15.81% of barriers 74.10% of solutions), work group (61.39% of barriers 25.09% of solutions) and in idual level (22.33% of barriers 0% of solutions). Of all the perceived barriers to MPTB occurrence, a key one is getting everyone into the room at the same time . Matching of perceived barriers and solutions shows that higher systems-level solutions can address lower level barriers, thereby showing the relevance of implementing such wider reaching solutions to MPTB occurrence (including work practices at occupational level and above) as well as addressing more local issues. Successful MPTB implementation requires changes at various systems levels. Practitioners can strategically prepare and plan for systems-based strategies to overcome barriers to MPTB implementation. Future research can build on this study’s findings by directly examining higher systems-level barriers and solutions via detailed case analyses.
Developing goal orientations conducive to learning and performance: An intervention study
Publisher: Wiley
Date: 15-06-2018
DOI: 10.1111/JOOP.12227
The effects of employee engagement and self-efficacy on job performance
Publisher: Informa UK Limited
Date: 24-10-2016
Direct, indirect, and moderated paths linking work schedules to psychological distress among fly-in, fly-out workers
Publisher: Informa UK Limited
Date: 08-11-2022
Job Design
Publisher: Wiley
Date: 21-01-2015
DOI: 10.1002/9781118785317.WEOM050044
Abstract: Job design concerns the content and organization of tasks and activities into jobs and roles, and includes in idual‐ and group‐level characteristics such as autonomy, variety, significance, and demands. The way that jobs are designed can have a significant impact on employee job attitudes and behaviors. Early theories relevant to job enrichment and autonomous work groups have been expanded to keep pace with wider social and technological developments that have affected the nature of work. For ex le, more attention is now being given to social and relational aspects of work, as well as how employees influence and craft their own job designs.
Age bias in the time of Coronavirus: Implications for research and practice
Publisher: Cambridge University Press (CUP)
Date: 24-05-2021
DOI: 10.1017/IOP.2021.15
Learning and development: promoting nurses’ performance and work attitudes
Publisher: Wiley
Date: 24-02-2094
DOI: 10.1111/J.1365-2648.2010.05487.X
Abstract: This paper is a report of a study of the relations of coaching and developing clinical practice on nurses' work place attitudes and self-reported performance, as mediated by role breadth self-efficacy and flexible role orientation. Previous research into the effectiveness of nurses' learning and development activities has mainly focused on specific skill and knowledge acquisition outcomes. Few studies investigate the relationship between learning and development activities and work attitudes or performance, or explore mediating mechanisms in this process. Previous literature suggests that malleable cognitive and motivational constructs may be important mechanisms for improving work attitudes and proactive performance. We surveyed 404 qualified nurses from a large, metropolitan public hospital in Australia in 2006 using validated measures from previous research. Descriptive statistics, correlation analysis and hierarchical regression analyses were conducted. The results show a clear association between learning and development activities and work attitudes and performance. Developing clinical practice improved self-rated performance and coaching improved work attitudes. In addition, role breadth self-efficacy and flexible role orientation mediated these relationships and emerge as important mechanisms in the link between learning and development and work attitudes and performance. Investment in learning and development activities for nurses improves outcomes for nurses, the organization and patients.
Enhancing role breadth self-efficacy: The roles of job enrichment and other organizational interventions.
Publisher: American Psychological Association (APA)
Date: 1998
DOI: 10.1037/0021-9010.83.6.835
Abstract: Role breadth self-efficacy (RBSE) refers to employees' perceived capability of carrying out a broader and more proactive set of work tasks that extend beyond prescribed technical requirements. A newly developed scale of RBSE was internally consistent and distinct from the related concepts of proactive personality and self-esteem. In an initial cross-sectional study (N = 580), work design variables (job enrichment, job enlargement, and membership of improvement groups) were the key organizational predictors of RBSE. These investigations were repeated in a second cross-sectional study (N = 622) and extended by examining change over time (N = 459). The longitudinal analysis showed that increased job enrichment and increased quality of communication predicted the development of greater self-efficacy.
Longitudinal effects of lean production on employee outcomes and the mediating role of work characteristics.
Publisher: American Psychological Association (APA)
Date: 2003
DOI: 10.1037/0021-9010.88.4.620
Abstract: The author discusses results from a 3 year quasi-experimental field study (N = 368), which suggest negative effects on employee outcomes after the implementation of 3 lean production practices: lean teams, assembly lines, and workflow formalization. Employees in all lean production groups were negatively affected, but those in assembly lines fared the worst, with reduced organizational commitment and role breadth self-efficacy and increased job depression. A nonequivalent control group had no negative changes in outcomes. Mediational analyses showed that the negative effects of lean production were at least partly attributable to declines in perceived work characteristics (job autonomy, skill utilization, and participation in decision making). The study also shows the longitudinal effects of these work characteristics on psychological outcomes. Implications for lean production, work design, and employee well-being are discussed.
Leader vision and the development of adaptive and proactive performance: A longitudinal study.
Publisher: American Psychological Association (APA)
Date: 2010
DOI: 10.1037/A0017263
Abstract: In this study, the authors investigated how leader vision influences the change-oriented behaviors of adaptivity and proactivity in the workplace. The authors proposed that leader vision would lead to an increase in adaptivity for employees who were high in openness to work role change. In contrast, they proposed leader vision would be associated with an increase in proactivity when employees were high in role breadth self-efficacy. These propositions were supported in a longitudinal survey of 102 employees who provided self-report data about their leader and their work behaviors. The findings provide insight into the interaction between leaders and followers in responding to a change imperative.
Wise proactivity: How to be proactive and wise in building your career
Publisher: Elsevier BV
Date: 07-2016
When Are Leaders Receptive to Voiced Creative Ideas? Joint Effects of Leaders’ Achievement Goals and Personal Sense of Power
Publisher: Frontiers Media SA
Date: 30-06-2020
Job Design, Psychology of
Publisher: Elsevier
Date: 2001
Team perceived virtuality: an emergent state perspective
Publisher: Informa UK Limited
Date: 24-08-2020
Does daily proactivity affect well-being? The moderating role of punitive supervision
Publisher: Wiley
Date: 30-07-2019
DOI: 10.1002/JOB.2321
Dimensions of Performance Effectiveness In High‐Involvement Work Organisations
Publisher: Wiley
Date: 03-1994
The Role of Leader Support in Facilitating Proactive Work Behavior
Publisher: SAGE Publications
Date: 09-07-2016
Abstract: Researchers have proposed that leader support helps employees behave proactively at work. Leader support can facilitate the opportunities for employees to bring about change, as well as their motivation to do so. Nevertheless, empirical studies have shown mixed effects of leader support on employees’ proactive behavior. In this study, to reconcile the inconsistent findings on the impact of leader support on employees’ proactive behavior, the authors consider the content, mediating mechanisms, and boundary conditions of leader support in shaping employees’ proactive behavior. On the basis of attachment theory, the authors propose that secure-base support from leaders (support in the form of leader availability, encouragement, and noninterference) positively predicts employees’ proactive work behavior by increasing their role breadth self-efficacy and autonomous motivation. These hypotheses are supported in an online-survey s le from U.S. participants (N = 138) and a s le from a large gas and oil company in China (N = 212). The authors further propose that the beneficial effects of secure-base support from leaders are more prominent for in iduals with lower attachment security. This hypothesis was also supported: In iduals high in attachment anxiety especially benefited from leader secure-base support in terms of its effect on role breadth self-efficacy whereas those who are high in attachment avoidance especially benefited from leader secure-base support in terms of its effect on autonomous motivation. Our study helps explain how leaders’ support motivates employees’ proactive behavior, particularly for those in iduals who have lower attachment security.
Designing SMART teamwork: How work design can boost performance in virtual teams
Publisher: Elsevier BV
Date: 2021
Understanding active psychological states: Embedding engagement in a wider nomological net and closer attention to performance
Publisher: Informa UK Limited
Date: 02-2011
Include, Individualize, and Integrate: Organizational Meta-strategies for Mature Workers
Publisher: Oxford University Press (OUP)
Date: 02-09-2019
Abstract: In this commentary, we synthesize the literature on mature workers in organizations to support the development of an intervention-focused research program. We identify 3 broad approaches, or “meta-strategies,” which theory and research suggest organizations can use to reap the benefits associated with a mature and age- erse workforce. “Include” involves strategies to create an inclusive climate in which mature workers are welcomed and fairly treated and is based on theories such as optimal distinctiveness theory. “In idualize” involves strategies to adapt the work to meet the in idual needs and preferences of an aging workforce, such as work redesign and is based on theories about how people change over the life span. “Integrate” involves strategies to address the greater age ersity that comes with an aging workforce, such as how mentoring schemes enable younger and older workers to better learn from each other, and is based on theories such as those concerned with team ersity. We believe that this framework will help organizational decision makers to think more broadly and more proactively about how to manage, and harness the benefits of, an aging workforce. Our framework also challenges researchers to give more attention to intervention studies, including considering what configurations of strategies might be most helpful, as well as whether sequencing of strategies is important.
What makes you proactive can burn you out: The downside of proactive skill building motivated by financial precarity and fear.
Publisher: American Psychological Association (APA)
Date: 07-2023
DOI: 10.1037/APL0001063
Abstract: Proactivity at work is generally assumed to be preceded by positive motivational states with positive outcomes for employees. However, recent perspectives suggest downsides to proactive behavior, including that it can be driven by negative emotions or experienced as depleting for employees. Bringing these previously disconnected ideas together, we utilize cognitive-motivational-relational and self-determination theories to holistically examine the negative antecedents of proactivity and its outcomes. We argue that employees, particularly those with high impression management motives, experience burnout when financial precarity and fear drive them to proactively learn new skills. We test and show support for these hypotheses in a four-wave study of 1,315 university employees during the beginning of the COVID-19 pandemic, an external event that threatened employees' financial security. Theoretically, our findings broaden our understanding of the antecedents and consequences of proactivity, while expanding the role of fear at work beyond "flight" responses to include motivating protective effort. Practically, our findings help to understand both how employees proactively develop their skills in light of financial precarity and how these proactive efforts are experienced as depleting. (PsycInfo Database Record (c) 2022 APA, all rights reserved).
Job and work design
Publisher: Macmillan Education UK
Date: 2012
When does proactivity have a cost? Motivation at work moderates the effects of proactive work behavior on employee job strain
Publisher: Elsevier BV
Date: 06-2017
The rich get richer: predicting participation in voluntary diversity training
Publisher: Wiley
Date: 2007
DOI: 10.1002/JOB.444
An investigation of attitudes amongst production employees
Publisher: Wiley
Date: 1996
DOI: 10.1002/(SICI)1522-7111(199622)6:3<281::AID-HFM6>3.0.CO;2-6
Achieving Effective Remote Working During the COVID‐19 Pandemic: A Work Design Perspective
Publisher: Wiley
Date: 05-11-2020
DOI: 10.1111/APPS.12290
Cultural variations in whether, why, how, and at what cost people are proactive: A followership perspective
Publisher: SAGE Publications
Date: 28-09-2020
Abstract: The objective of this conceptual article is to illustrate how differences in societal culture may affect employees’ proactive work behaviors (PWBs) and to develop a research agenda to guide future research on cross-cultural differences in PWBs. We propose that the societal cultural dimensions of power distance, in idualism–collectivism, future orientation, and uncertainty avoidance shape in iduals’ implicit followership theories (IFTs). We discuss how these cross-cultural differences in in iduals’ IFTs relate to differences in the mean-level of PWB in iduals show ( whether), in the motivational states driving in iduals’ PWBs ( why), in the way in iduals’ enact PWBs ( how), and in the evaluation of PWBs by others ( at what cost). We recommend how future research can extend this theorizing and unpack the proposed cross-cultural differences in PWBs, for ex le, by exploring how culture and other contextual variables interact to affect PWBs.
Time to go wild: How to conceptualize and measure process dynamics in real teams with high-resolution
Publisher: SAGE Publications
Date: 11-2019
Abstract: Team processes are interdependent activities among team members that transform inputs into outputs, vary over time, and are critical for team effectiveness. Understanding the temporal dynamics of team processes and related team phenomena with a high-resolution lens (i.e., methods with high s ling rates) is particularly challenging when going “into the wild” (i.e., studying teams operating in their full situated context). We review quantitative field studies using high-resolution methods (e.g., video, chat/text data, archival, wearables) and map out the various temporal lenses for studying team dynamics. We synthesize these different lenses and present an integrated temporal framework that is of help in theorizing about team dynamics. We also provide readers with a “how to” guide that summarizes four essential steps along with analytical methods (e.g., sequential and pattern analyses, mixed-methods research, abductive reasoning) that are applicable to the broad scope of high-resolution methods.
The emergence of team resilience: A multilevel conceptual model of facilitating factors
Publisher: Wiley
Date: 17-08-2018
DOI: 10.1111/JOOP.12237
Job Satisfaction
Publisher: SAGE Publications, Inc.
Date: 2007
Reply to ‘A cross-cultural approach to the future of work’
Publisher: Springer Science and Business Media LLC
Date: 29-09-2022
Reply to ‘Mere algorithms can be demotivating’
Publisher: Springer Science and Business Media LLC
Date: 29-09-2022
Thinking and Acting in Anticipation: A Review of Research on Proactive Behavior
Publisher: China Science Publishing & Media Ltd.
Date: 10-12-2013
Workplace innovation in the digital era: a role for SMART work design
Publisher: Edward Elgar Publishing
Date: 26-05-2023
Job Satisfaction: A Cross-Cultural Review
Publisher: SAGE Publications Ltd
Date: 2001
Effective and Sustained Proactivity in the Workplace
Publisher: Oxford University Press
Date: 08-07-2014
Interactive Effects of Team Virtuality and Work Design on Team Functioning
Publisher: SAGE Publications
Date: 31-07-2020
Abstract: This review study aimed to investigate how team work design shapes the impact of team virtuality on team functioning. Based on 48 studies, we identified key work design variables that influence both team functioning, that is, team performance and intermediary outcomes (i.e., team processes and emergent states), under conditions of high virtuality (or in interaction with virtuality). First, while outcome interdependence showed positive effects on the functioning of virtual teams, particularly via motivational increases, task interdependence showed mixed results. Second, high levels of knowledge characteristics (e.g., task complexity) appear to worsen team functioning within virtual contexts, likely because these characteristics add to the demands of an already demanding context. Third, job resources (e.g., feedback) showed positive associations with team functioning, suggesting these variables might buffer the high demands of virtual work. Given these results, more investigations that explicitly examine the interaction between work design and team virtuality are needed.
What is so bad about a little name-calling? Negative consequences of gender harassment for overperformance demands and distress.
Publisher: American Psychological Association (APA)
Date: 2002
The emergence of resilience: Recovery trajectories in sleep functioning after a major stressor.
Publisher: American Psychological Association (APA)
Date: 11-2021
DOI: 10.1037/SPY0000268
Who is Proactive and Why? Unpacking Individual Differences in Employee Proactivity
Publisher: Emerald Group Publishing Limited
Date: 2013
Evaluation of Job Demands
Publisher: Wiley
Date: 03-10-2003
Poor work design begets poor work design: Capacity and willingness antecedents of individual work design behavior.
Publisher: American Psychological Association (APA)
Date: 07-2019
DOI: 10.1037/APL0000383
Abstract: Few studies have systematically considered how in iduals design work. In a replication study (
A New Model of Work Role Performance: Positive Behavior in Uncertain and Interdependent Contexts
Publisher: Academy of Management
Date: 04-2007
More than ‘more than ever’: Revisiting a work design and sociotechnical perspective on digital technologies
Publisher: Wiley
Date: 09-2022
DOI: 10.1111/APPS.12425
Abstract: We respond to commentaries on our 2020 article ‘Automation, algorithms, and beyond: Why work design matters more than ever in a digital world’ and report on research on the topic since that publication. A top‐down work design perspective on digital technologies appears even more important than ever yet still neglected, as suggested by recent studies. The opportunities and challenges of new technologies have been addressed somewhat more successfully through bottom‐up work design in the form of job crafting. The specific topic of virtual working has also attracted significant research attention. Nevertheless, we continue to advocate more scholarly and practical attention to the following: how to proactively redesign work when introducing new technologies how work design issues can be built into the design and procurement of work technologies the need to identify and understand both the organizationally oriented strategies and macro‐level change needed for successful sociotechnical application and how to upskill employees, managers, unions and other stakeholders, in work design and related topics. There is also more scope for consideration of the role of in idual differences. Finally, we call for interdisciplinary research that involves, for ex le, the designers of technology, and we advocate the importance of intervention studies.
Work Design: Creating Jobs and Roles That Promote Individual Effectiveness
Publisher: Oxford University Press
Date: 18-09-2012
DOI: 10.1093/OXFORDHB/9780199928309.013.0009
Abstract: In this chapter, our objective is to review existing knowledge relating to the psychological impact of work design (task, job, and work role characteristics) on in iduals, and to set a clear, specific agenda for future research. Our starting point is an analysis of emergent trends in the characteristic nature of tasks and work roles within major contemporary and developing forms of work and occupation. This is necessary, as recent decades have witnessed dramatic shifts in how work is typically organized and performed within most occupations and industries, reflecting broader societal, environmental, technological, and economic changes. Following this analysis, we review key historical perspectives on work design before presenting an integrative theoretical model for considering the effects of work design on people. The chapter then moves to a consideration of the primary psychological processes and states, linking three broad categories of work design characteristics (task-related, relational, and contextual characteristics) to in idual effectiveness outcomes. Our concern here is to update and expand theory relating to the effects of work design, integrating major recent bodies of research and theory, such as those dealing with motivational states and goal striving, self-determination, regulatory focus, work engagement, and social identity. The chapter concludes with a comprehensive research agenda for the years to come.
Rushed, unhappy, and drained: An experience sampling study of relations between time pressure, perceived control, mood, and emotional exhaustion in a group of accountants.
Publisher: American Psychological Association (APA)
Date: 1999
Proactivity and Innovation: Promoting a New Workforce for the New Workplace
Publisher: Wiley
Date: 2002
Team resilience emergence: Perspectives and experiences of military personnel selected for elite military training
Publisher: Wiley
Date: 10-2021
DOI: 10.1002/EJSP.2795
Abstract: We conducted a longitudinal (3‐month) qualitative study to examine elite military personnel's (N = 32) experiences and perspectives of team resilience emergence following two team‐oriented training courses within an 18‐month high‐stakes training programme where personnel are required to operate in newly formed tactical teams for extended periods. Our thematically informed interpretations of the participants’ subjective experiences of reality were constructed according to five key themes: (i) adversity is an enduring, shared experience of an event (ii) in iduals recognise adversity through physiological and/or behavioural states (iii) social resources bind together in idual self‐regulatory capacities when confronted with adversity to support team functioning (iv) shared experiences of adversity and collective structures strengthen social bonds and mental models needed for resilience emergence and (v) behavioural processes and shared states are how collectives turn in idual and team capacities into performance under adversity. These findings provide novel insights that supplement our current understanding of team resilience emergence, including the varying means by which adversity may be collectively experienced, synergies between specific forms of adversity and resilience processes or protective factors, and the unique influence of performance context (e.g., task type).
Proactivity for Mental Health and Well‐Being
Publisher: Wiley
Date: 21-09-2015
Promoting Role Breadth Self-Efficacy Through Involvement, Work Redesign and Training
Publisher: SAGE Publications
Date: 2003
DOI: 10.1177/0018726703056001452
Abstract: This article examines the influence of organizational practices on role breadth self-efficacy (RBSE) a person’s confidence in performing proactive, interpersonal tasks that go beyond traditional boundaries. A longitudinal study showed that increased task control, membership of an active improvement group, and breadth of training were associated with increased RBSE. Providing a stronger basis for causal inference, membership of active improvement groups at Time 1 also had a positive lagged effect on later RBSE. These findings support the proposition that RBSE can be enhanced via organizational intervention. The study also showed that, after controlling for greater involvement, job enlargement had a negative lagged effect on RBSE. This suggests the potential detrimental consequences of enlarging jobs without also expanding employees’ autonomy and influence.
Team resilience: A scoping review of conceptual and empirical work
Publisher: Informa UK Limited
Date: 02-10-2018
New trends in job design could create widespread mental health risks
Publisher: Emerald
Date: 04-2001
Too proactive to switch off: When taking charge drains resources and impairs detachment.
Publisher: American Psychological Association (APA)
Date: 04-2021
DOI: 10.1037/OCP0000265
Putting successful aging into context
Publisher: Cambridge University Press (CUP)
Date: 09-2020
DOI: 10.1017/IOP.2020.69
Human resource management practices and organizational injury rates
Publisher: Elsevier BV
Date: 09-2021
Agility or Wait-and-See? How the Covid-19 Crisis Impacts Entrepreneurs’ Well-being across Countries
Publisher: Academy of Management
Date: 08-2021
Older workers and poor performance: Examining the association of age stereotypes with expected work performance quality
Publisher: Wiley
Date: 29-09-2020
DOI: 10.1111/IJSA.12309
How coworkers attribute, react to, and shape job crafting
Publisher: SAGE Publications
Date: 30-12-2019
Abstract: Job crafting, or proactive changes that in iduals make in their job design, can influence and be influenced by coworkers. Although considerable research has emerged on this topic, overall, the way job crafting is responded to by coworkers has received little theoretical attention. The goal of this article is to develop a model that allows for a better understanding of job crafting in interdependent contexts. Drawing on attribution and social information theories, we propose that when job crafting has a negative or positive impact on coworkers, coworkers will make an attribution about the crafter’s prosocial motive. This attribution in turn influences whether coworkers respond in an antagonistic or a supportive way toward job crafters. Ultimately, coworkers’ reactions shape the experienced affective work outcomes of job crafters. We also theorize the factors that moderate coworkers’ reactions to job crafting behaviors and the job crafter’s susceptibility to coworker influence.
Enjoy your evening, be proactive tomorrow: How off-job experiences shape daily proactivity.
Publisher: American Psychological Association (APA)
Date: 08-2019
DOI: 10.1037/APL0000391
Abstract: Drawing on conservation of resources theory (Hobfoll, 1989) and the model of proactive motivation (Parker, Bindl, & Strauss, 2010), this research employs experience s ling methods to examine how employees' off-job experiences during the evening relate to their proactive behavior at work the next day. A multilevel path analysis of data from 183 employees across 10 workdays indicated that various types of off-job experiences in the evening had differential effects on daily proactive behavior during the subsequent workday, and the psychological mechanisms underlying these varied relationships were distinct. Specifically, off-job mastery in the evening related positively to next-morning high-activated positive affect and role breadth self-efficacy, off-job agency in the evening related positively to next-morning role breadth self-efficacy and desire for control, and off-job hassles in the evening related negatively to next-morning high-activated positive affect next-morning high-activated positive affect, role breadth self-efficacy, and desire for control, in turn, predicted next-day proactive behavior. Off-job relaxation in the evening related positively to next-morning low-activated positive affect, and off-job detachment in the evening had a decreasingly positive curvilinear relationship with next-morning low-activated positive affect. However, as expected, these two types of off-job experiences and low-activated positive affect did not relate to next-day proactive behavior. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
The moderating role of honesty‐humility in the association of agreeableness with interpersonal competency: A study of managers in two countries
Publisher: Wiley
Date: 27-04-2022
DOI: 10.1111/APPS.12318
Abstract: The honesty‐humility factor from the HEXACO model of personality has been found to offer incremental validity in predicting several work‐related criteria over the remaining factors, yet its interplay with other personality factors is rarely examined. In this study, we examined how honesty‐humility (the tendency to be sincere, fair, non‐materialistic, and modest) can moderate the relation between agreeableness and interpersonal competency. Specifically, drawing on the theory of self‐concept, we proposed that agreeableness will have a stronger association with interpersonal competency among in iduals who are higher on honesty‐humility, and relatively less so among in iduals who are lower on honesty‐humility. Across three s les of people in managerial roles from two different cultures (Australia and Kenya), we found that honesty‐humility, indeed, moderated the agreeableness—interpersonal competency relation, both when the criterion was measured by self‐report (S le 1, N = 167 S le 2, N = 320 S le 3, N = 296) and other‐report (S le 3, N = 195). In all three s les, the positive relation of agreeableness with interpersonal competency was strongest among those who were also higher on honesty‐humility. Such an interaction effect was robust after controlling for the remaining HEXACO personality factors.
Work Design and Happiness: An Active, Reciprocal Perspective
Publisher: Oxford University Press
Date: 2013
Looking back and looking ahead: Applying organisational behaviour to explain the changing face of work
Publisher: SAGE Publications
Date: 29-06-2020
Multiskilling: The Views of Public Sector Human Resource Managers
Publisher: SAGE Publications
Date: 03-1992
The relationship between workplace aggression and target deviant behaviour: The moderating roles of power and task interdependence
Publisher: Informa UK Limited
Date: 2012
`Thatismy job'
Publisher: SAGE Publications
Date: 03-2007
Abstract: Findings from two field studies support the proposition that the way in iduals define their role, or their role orientation, is a powerful influence on their behaviour, resulting in more or less effective job performance. The first study showed that, within a relatively self-managing context, flexible role orientation predicted supervisory assessments of overall job performance, as well as a change in job performance. The second study showed flexible role orientation predicted job performance in high autonomy jobs but not low autonomy jobs. In both studies, role orientation predicted performance more strongly than other work attitudes, including job satisfaction, generalized self-efficacy, locus of control, and job aspiration. Collectively, the findings suggest that the development of a more flexible role orientation represents a relatively unexplored avenue for enhancing employee performance, particularly in self-managing contexts. As such, further research on the process of shaping and promoting employees' role orientation is recommended.
Modeling the antecedents of proactive behavior at work.
Publisher: American Psychological Association (APA)
Date: 2006
DOI: 10.1037/0021-9010.91.3.636
Abstract: Using a s le of U.K. wire makers (N = 282), the authors tested a model in which personality and work environment antecedents affect proactive work behavior via cognitive-motivational mechanisms. Self-reported proactive work behaviors (proactive idea implementation and proactive problem solving) were validated against rater assessments for a subs le (n = 60) of wire makers. With the exception of supportive supervision, each antecedent was important, albeit through different processes. Proactive personality was significantly associated with proactive work behavior via role breadth self-efficacy and flexible role orientation, job autonomy was also linked to proactive behavior via these processes, as well as directly and coworker trust was associated with proactive behavior via flexible role orientation. In further support of the model, the cognitive-motivational processes for proactive work behavior differed from those for the more passive outcome of generalized compliance.
An Experimental Simulation of Heat Effects on Cognition and Workload of Surgical Team Members.
Publisher: Ovid Technologies (Wolters Kluwer Health)
Date: 13-11-2020
“That's not My Job”: Developing Flexible Employee Work Orientations
Publisher: Academy of Management
Date: 08-1997
DOI: 10.5465/256952
When Is Proactivity Wise? A Review of Factors That Influence the Individual Outcomes of Proactive Behavior
Publisher: Annual Reviews
Date: 21-01-2019
DOI: 10.1146/ANNUREV-ORGPSYCH-012218-015302
Abstract: There is solid evidence that proactivity, defined as self-initiated and future-focused action to change oneself or the situation, can positively benefit in iduals and organizations. However, this way of behaving can sometimes be ineffective or have negative consequences. We seek to understand what factors shape the effect of proactivity on in idual-level outcomes. On the basis of a review of 95 articles, we identify three categories of factors that mitigate or exacerbate the effectiveness of proactive behavior: task and strategic considerations (e.g., situational judgment), social and relational considerations (e.g., having an open leader), and self-regulatory considerations (e.g., learning orientation). We then extrapolate from this review, and draw on psychological theories of wisdom, to suggest that in iduals can be more or less “wise” in the proactive goals they set, and in how they pursue those goals. In closing, we identify further research directions that flow from the notion of wise proactivity.
Beyond Hope and Fear: The Effects of Organizational Theatre on Empowerment and Control
Publisher: SAGE Publications
Date: 09-03-2016
Abstract: Organizational theatre interventions have become established as a pervasive and influential arts-based method of dialogic organizational development, yet their effects are controversial and contested. While they have been praised for their potential as a tool of empowerment, they have also been criticized for their possible use as a more or less insidious form of control. This article explores and evaluates such claims and counterclaims, supported by an in-depth longitudinal quasi-experimental field study of customer service staff in a regional Australian bank. The results of the field study not only indicate that organizational theatre interventions may increase both empowerment and control but also suggest that the outcomes may be more lightweight than supporters have hoped and critics have feared. The article outlines the implications of these findings for future research and practice.
Work Design and Individual Work Performance: Research Findings and an Agenda for Future Inquiry
Publisher: Wiley
Date: 02-03-2002
Lean Production and Worker Health: A Discussion
Publisher: SAGE Publications
Date: 02-1999
Surfacing the social factors early: A sociotechnical approach to the design of a future submarine
Publisher: SAGE Publications
Date: 27-05-2020
Abstract: Socially oriented approaches to work systems design are increasingly important as new and disruptive technologies become more prevalent. Existing approaches used by organisations to integrate such technologies are often techno-centric and do not adequately consider human issues. Sociotechnical systems (STS) tools are intended to ensure that the technical and organisational aspects of a system are considered together, and given equal attention. However, they are predominately applied late in the design process, limiting their impact. In this article, we outline an STS approach to the early-phase development of a complex work system. The case study illuminates how an STS approach can facilitate the inclusion of socially oriented factors into the design process. We close with recommendations to guide the early-phase application of STS principles in other industries and contexts. JEL Classification: C93, D02
Work Design: Learning from the past and Mapping a New Terrain
Publisher: SAGE Publications Ltd
Two-year stability and change among the honesty-humility, agreeableness, and conscientiousness scales of the HEXACO100 in an Australian cohort, aged 24–29 years
Publisher: Elsevier BV
Date: 04-2021
Automation, Algorithms, and Beyond: Why Work Design Matters More Than Ever in a Digital World
Publisher: Wiley
Date: 13-02-2020
DOI: 10.1111/APPS.12241
Abstract: We propose a central role for work design in understanding the effects of digital technologies. We give ex les of how new technologies can—depending on various factors—positively and negatively affect job resources (autonomy/control, skill use, job feedback, relational aspects) and job demands (e.g., performance monitoring), with consequences for employee well‐being, safety, and performance. We identify four intervention strategies. First, work design choices need to be proactively considered during technology implementation, consistent with the sociotechnical systems principle of joint optimization. Second, human‐centred design principles should be explicitly considered in the design and procurement of new technologies. Third, organizationally oriented intervention strategies need to be supported by macro‐level policies. Fourth, there is a need to go beyond a focus on upskilling employees to help them adapt to technology change, to also focus on training employees, as well as other stakeholders, in work design and related topics. Finally, we identify directions for moving the field forward, including new research questions (e.g., job autonomy in the context of machine learning understanding designers’ work design mindsets investigating how job crafting applies to technology) a reorientation of methods (e.g., interdisciplinary, intervention studies) and steps for achieving practical impact.
Reducing demands or optimizing demands? Effects of cognitive appraisal and autonomy on job crafting to change one’s work demands
Publisher: Informa UK Limited
Date: 31-01-2022
POLICING WOMEN POLICE: Uniform Patrol, Promotion and Representation in the CID
Publisher: Oxford University Press (OUP)
Date: 1998
Designing a safer workplace: Importance of job autonomy, communication quality, and supportive supervisors.
Publisher: No publisher found
Date: 2001
Managing the paradox: Individual ambidexterity, paradoxical leadership and multitasking in entrepreneurs across firm life cycle stages
Publisher: SAGE Publications
Date: 05-08-2021
Abstract: Ambidexterity requires both exploration and exploitation. However, our understanding of the in idual ambidexterity concept, its association with multitasking behaviours and paradoxical leadership across the firm life cycle of entrepreneurs remains limited. In this article, we examine 4355 behavioural activities related to exploration and exploitation from 12 entrepreneurs. We first demonstrate that entrepreneurs display self-sustaining activity cycles that is, exploration tended to be followed by exploration and exploitation tended to be followed by exploitation. Second, when multitasking behaviours were high, entrepreneurs had lower levels of ambidextrous switching. Third, we found an association between entrepreneurial ambidexterity and paradoxical leadership this was moderated by the firm life cycle stage. As such, this article contributes to a better understanding of in idual ambidexterity, leadership and multitasking in entrepreneurs.
Capturing Team Dynamics in the Wild: The Communication Analysis Tool
Publisher: SAGE Publications
Date: 03-2020
Abstract: Capturing team processes, which are highly dynamic and quickly unfold over time, requires methods that go beyond standard self-report measures. However, quantitative observational methods are challenging when teams are observed in the wild, that is, in their full-situated context. Technologically advanced tools that enable high-resolution measurements in the wild are rare and, when they exist, expensive. The present research advances high-resolution measurement of team processes by introducing a technological application—the Communication Analysis Tool (CAT)—that captures fine-grained interactions in real workplace contexts. We introduce four core features of CAT: (a) customized coding measures, (b) session-based feedback on interrater reliability, (c) visualization and feedback options for displaying team dynamics, and (d) an export function to conduct advanced statistical analyses on effective team processes. We illustrate these core features using data from an organizational field project on multidisciplinary teams tasked with diagnosing patients with uncommon and highly complex medical conditions.
Work engagement accumulation of task, social, personal resources: A three-wave structural equation model
Publisher: Elsevier BV
Date: 08-2010
Future work design research and practice: Towards an elaborated model of work design
Publisher: Wiley
Date: 11-2001
Leading for Proactivity
Publisher: Oxford University Press
Date: 13-01-2014
Proactively performing teams: The role of work design, transformational leadership, and team composition
Publisher: Wiley
Date: 06-2010
Did the COVID-19 Lock-Down Make Us Better at Working in Virtual Teams?
Publisher: SAGE Publications
Date: 10-04-2022
DOI: 10.1177/10464964211008991
Abstract: The COVID-19 pandemic was a key event forcing an increase in virtual work. Drawing on event system theory, we examined whether virtual teams showed enhanced processes in later stages of the pandemic compared to the early stages of the pandemic. We collected data from 54 virtual teams ( N = 152 in iduals) who worked on a 30-minute task. We measured team processes and performance. Virtual teams during the post-transition phase (June–August 2020) showed better levels of team action processes and conflict management compared to teams working in the immediate transition phase (March–May 2020), indicative of an adaptation effect.
The effect of teamwork on safety processes and outcomes.
Publisher: American Psychological Association
Date: 2004
DOI: 10.1037/10662-003
Feedback seeking from peers: A positive strategy for insecurely attached team-workers
Publisher: SAGE Publications
Date: 29-10-2013
Abstract: Feedback inquiry is a proactive behaviour that is instrumental for gaining information about job performance. However, feedback inquiry also has a social component, especially in the context of flexible team-work environments. Feedback inquiry implies interacting with others, suggesting that relational considerations might affect whether in iduals accept and apply feedback to improve their performance. Drawing on this relational perspective, we examined the role of attachment styles in employees’ peer-focused feedback inquiry, as well as the subsequent association of feedback inquiry with job performance. We proposed that in iduals higher in attachment anxiety would be more inclined to engage in feedback inquiry from peers, whereas those higher in attachment avoidance would be less likely to do so. We also proposed that in iduals higher in attachment anxiety would benefit more from feedback inquiry, such that the association between feedback inquiry and performance is stronger for these in iduals. Results from multi-source data from 179 employees in a flexible team-work environment and up to three of their peers generally supported these hypotheses. This study broadened our understanding of the dispositional antecedents of feedback inquiry, and suggests a boundary condition for when such behaviour is associated with enhanced job performance.
Job and Work Design: Organizing Work to Promote Well-Being and Effectiveness
Publisher: SAGE Publications, Inc.
Date: 1998
Work characteristics and employee well-being within a context of strategic downsizing.
Publisher: No publisher found
Date: 1997
Work Organization
Publisher: Oxford University Press
Date: 02-09-2009
DOI: 10.1093/OXFORDHB/9780199547029.003.0010
Abstract: The past three decades have witnessed major changes to organizations and the work that is performed by their members, brought about in the main by technological changes and global competition. Terms such as lean production, manufacturing business process re-engineering, outsourcing, team-based working, kaizen, just-in-time production, empowerment, call centers, contingent workers, virtual teams, tele-work, and the learning organization are just some of the words that have entered the lingua franca of management, denoting ways in which organizations have attempted to respond to such changes. This article outlines a systems framework for describing the ways in which work activities are structured and coordinated by organizations in response to technological, economic, and social imperatives. In doing so, it is particularly mindful of the impact that evolving work configurations have upon an organization, its members, and the broader environment within which that organization operates.
Building and Sustaining Proactive Behaviors: The Role of Adaptivity and Job Satisfaction
Publisher: Springer Science and Business Media LLC
Date: 13-12-2013
The demands—control model of job strain: A more specific test
Publisher: Wiley
Date: 06-1996
Making sense of organisational change failure
Publisher: SAGE Publications
Date: 27-02-2021
Abstract: This study investigates how employees craft narratives of organisational change failure through the lens of their work identity. We analysed change recipients’ retrospective sensemaking accounts of an organisational re-structuring in a university, finding these accounts to be filled with widely varying descriptions of failure – of errors, dysfunction, and loss. We explored how employees’ organisational, professional, and work-group identities were intertwined with, and fundamentally challenged by, their sensemaking about the change and its failure. Our inductive analysis revealed four distinct narrative trajectories – Identity Loss, Identity Revision, Identity Affirmation, and Identity Resilience – each characterised by distinct cognitive, affective, and behavioural patterns. We discuss the unique contributions that this study makes to the literatures on organisational change failure, sensemaking, and identity.
Proactivity towards workplace safety improvement: an investigation of its motivational drivers and organizational outcomes
Publisher: Informa UK Limited
Date: 11-02-2019
Motivation and Job Design in the New World of Work
Publisher: Oxford University Press
Date: 02-09-2009
DOI: 10.1093/OXFORDHB/9780199234738.003.0025
Abstract: The area of job design has generated substantial theoretical and empirical interest in the twentieth century as a key contributor to in idual motivation and performance at work. A key conclusion from the job design literature is the need to take into account the changing contingencies in the work environment, in order to more fully understand the effect of job design in this changing environment. Although job design has been shown to have an important effect on employee motivation, attitudes, and behavior, the rapid and dramatic changes in the work environment during the latter decades of the twentieth century raise a timely question about the role of job design in the twenty-first century, which this article discusses.
Seeing Another Viewpoint: Antecedents and Outcomes of Employee Perspective Taking
Publisher: Academy of Management
Date: 12-2001
DOI: 10.5465/3069390
The role of attachment styles in shaping proactive behaviour: An intra‐individual analysis
Publisher: Wiley
Date: 17-11-2011
Extending the Reach of Job Design Theory: Going Beyond the Job Characteristics Model
Publisher: SAGE Publications Ltd
Date: 2010
Feasibility and preliminary effects of a peer-led motivationally-embellished workplace walking intervention
Publisher: Elsevier BV
Date: 04-2020
A Look Back and a Leap Forward: A Review and Synthesis of the Individual Work Performance Literature
Publisher: Academy of Management
Date: 06-2017
Participation in job redesign: An evaluation of the use of a sociotechnical tool and its impact
Publisher: Wiley
Date: 2001
Employee reactions to JIT manufacturing practices: a two‐phase investigation
Publisher: Emerald
Date: 11-1995
When do job crafting interventions work? The moderating roles of workload, intervention intensity, and participation
Publisher: Elsevier BV
Date: 02-2020
Designing Work that Works in the Contemporary World: Future Directions for Job Design Research
Publisher: Springer International Publishing
Date: 2016
Making the Most of Structural Support: Moderating Influence of Employees' Clarity and Negative Affect
Publisher: Academy of Management
Date: 06-2013
No Easy Roads to Employee Involvement
Publisher: Academy of Management
Date: 08-1998
Observer reactions to workplace mistreatment: It’s a matter of perspective.
Publisher: American Psychological Association (APA)
Date: 10-2021
DOI: 10.1037/OCP0000205
Good work, poor work? We need to go far beyond capitalism to answer this question
Publisher: Cambridge University Press (CUP)
Date: 12-2019
DOI: 10.1017/IOP.2019.90
Team capability beliefs over time: Distinguishing between team potency, team outcome efficacy, and team process efficacy
Publisher: Wiley
Date: 12-2010
The Moderating Effect of Equal Opportunity Support and Confidence in Grievance Procedures on Sexual Harassment from Different Perpetrators
Publisher: Springer Science and Business Media LLC
Date: 24-07-2009
Diagnosing rare diseases: A sociotechnical approach to the design of complex work systems
Publisher: Elsevier BV
Date: 07-2020
When and Why People Engage in Different Forms of Proactive Behavior: Interactive Effects of Self-construals and Work Characteristics
Publisher: Academy of Management
Date: 02-2018
The mental health of fly-in fly-out workers before and during COVID-19: a comparison study
Publisher: Informa UK Limited
Date: 19-02-2023
The importance of psychological contracts for safe work during pandemics
Publisher: Cambridge University Press (CUP)
Date: 24-05-2021
DOI: 10.1017/IOP.2021.52
Team Performance Archetypes: Toward a New Conceptualization of Team Performance Over Time
Publisher: SAGE Publications
Date: 16-08-2018
Abstract: We examine the concept of team performance and propose a framework to understand patterns of change over time. Following a literature review on team performance (focusing on empirical articles published between 2007 and 2017) and drawing on Greek and Roman mythology, we identify five team performance trajectories: “Jupiter” (consistently high performing), “Neptune” (relatively steady, average performance), “Pluto” (low performing), “Icarus” (initially high performing, with a downward spiral), and “Odysseus” (initially low to midrange performing, with an upward spiral), which we refer to as “team performance archetypes.” We discuss how they might be used in conjunction with growth modeling methodology to help facilitate theory building and data collection/analysis with respect to team performance. In addition, we discuss the future research implications associated with using the archetypes to help conceptualize patterns of team performance over time.
Creation of the algorithmic management questionnaire: A six‐phase scale development process
Publisher: Wiley
Date: 16-07-2023
DOI: 10.1002/HRM.22185
Abstract: There is an increasing body of research on algorithmic management (AM), but the field lacks measurement tools to capture workers' experiences of this phenomenon. Based on existing literature, we developed and validated the algorithmic management questionnaire (AMQ) to measure the perceptions of workers regarding their level of exposure to AM. Across three s les (overall n = 1332 gig workers), we show the content, factorial, discriminant, convergent, and predictive validity of the scale. The final 20‐item scale assesses workers' perceived level of exposure to algorithmic: monitoring, goal setting, scheduling, performance rating, and compensation. These dimensions formed a higher order construct assessing overall exposure to algorithmic management, which was found to be, as expected, negatively related to the work characteristics of job autonomy and job complexity and, indirectly, to work engagement. Supplementary analyses revealed that perceptions of exposure to AM reflect the objective presence of AM dimensions beyond in idual variations in exposure. Overall, the results suggest the suitability of the AMQ to assess workers' perceived exposure to algorithmic management, which paves the way for further research on the impacts of these rapidly accelerating systems.
Can High-Quality Jobs Help Workers Learn New Tricks? A Multidisciplinary Review of Work Design for Cognition
Publisher: Academy of Management
Date: 07-2021
Job crafting towards strengths and job crafting towards interests in overqualified employees: Different outcomes and boundary effects
Publisher: Wiley
Date: 15-04-2021
DOI: 10.1002/JOB.2517
Abstract: In response to the call to investigate the positive side of overqualification, we drew on the job crafting perspective to theorize that overqualified employees can proactively regulate the discrepancies between their actual and ideal jobs via two different job crafting strategies: job crafting towards strengths (JC‐strengths) and job crafting towards interests (JC‐interests). We expected distinct positive outcomes for JC‐strengths and JC‐interests. Specifically, JC‐strengths benefits both overqualified employees and the organization, whereas JC‐interests only benefits the in idual employees. We further proposed that the relationship between perceived overqualification and JC‐strengths will be stronger when employees' organizational identification is higher, whereas the relationship between perceived overqualification and JC‐interests will be stronger when their identification with the organization is lower. As expected, with the use of two‐wave and dual‐source data from 653 employees, we found that perceived overqualification was positively related to both JC‐strengths and JC‐interests JC‐strengths was positively related to both vitality and supervisor‐rated task performance, whereas JC‐interests was only positively related to vitality. We also found that the relationship between perceived overqualification and JC‐strengths was moderated by organizational identification as hypothesized.
Fuel of the self-starter: How mood relates to proactive goal regulation.
Publisher: American Psychological Association (APA)
Date: 2012
DOI: 10.1037/A0024368
Abstract: The authors consider how multiple dimensions of affect relate to in idual proactivity. They conceptualized proactivity within a goal-regulatory framework that encompasses 4 elements: envisioning, planning, enacting, and reflecting. In a study of call center agents (N = 225), evidence supported the distinctiveness of the 4 elements of proactive goal regulation. Findings further indicated that high-activated positive mood was positively associated with all elements of proactive goal regulation, and low-activated negative mood was positively associated with envisioning proactivity. These findings were further supported in a longitudinal investigation of career-related proactivity amongst medical students (N = 250). The role of affective experience in proactivity is more nuanced than previously assumed.
“That was a good shift”
Publisher: Emerald
Date: 19-06-2017
DOI: 10.1108/JHOM-01-2017-0008
Abstract: The purpose of this paper is to investigate a boundary spanning, interprofessional collaboration between advanced practice nurses (APNs) and junior doctors to support junior doctors’ learning and improve patient management during the overtime shift. A mixed methods evaluation of an intervention in an adult tertiary referral hospital, to enhance interprofessional collaboration on overtime shifts. Phase 1 compared tasks and ward rounds on 86 intervention shifts with 106 “regular” shifts, and examined the effect on junior doctor patient management testing a model using regression techniques. Phase 2 explored the experience of the intervention for stakeholders. 91 junior doctors participated (89 percent response rate) on 192 overtime shifts. Junior doctors, APNs and senior medical professionals/administrators participated in interviews. The intervention was associated with an increase in self-initiated ward rounds by junior doctors, partially explained by junior doctors completing fewer tasks skilled nurses could also complete. The intervention significantly reduced doctors’ engagement in tasks carried over from day shifts as well as first year (but not more experienced) junior doctors’ total tasks. Interviews suggested the initiative reduced junior doctors’ work pressure and promoted a safe team climate, situation awareness, skills, confidence, and well-being. Junior doctors overtime shifts (5 p.m. to 11 p.m.) are important, both for hospitals to maintain patient care after hours and for junior doctors to learn and develop independent clinical decision making skills. However, junior doctors frequently report finding overtime shifts challenging and stressful. Redesigning overtime shifts to facilitate interprofessional collaboration can improve patient management and junior doctors’ learning and well-being.
Future work selves: How salient hoped-for identities motivate proactive career behaviors.
Publisher: American Psychological Association (APA)
Date: 2012
DOI: 10.1037/A0026423
Abstract: The term future work self refers to an in idual's representation of himself or herself in the future that reflects his or her hopes and aspirations in relation to work. The clearer and more accessible this representation, the more salient the future work self. An initial study with 2 s les (N = 397 N = 103) showed that future work self salience was distinct from established career concepts and positively related to in iduals' proactive career behavior. A follow-up longitudinal analysis, Study 2 (N = 53), demonstrated that future work self salience had a lagged effect on proactive career behavior. In Study 3 (N = 233), we considered the role of elaboration, a further attribute of a future work self, and showed that elaboration motivated proactive career behavior only when future work self salience was also high. Together the studies suggest the power of future work selves as a motivational resource for proactive career behavior.
The role of individual goal orientations in shaping skill utilization over time: a four-year longitudinal study
Publisher: Informa UK Limited
Date: 09-01-2023
Understanding and shaping the future of work with self-determination theory
Publisher: Springer Science and Business Media LLC
Date: 10-05-2022
Beyond Motivation: Job and Work Design for Development, Health, Ambidexterity, and More
Publisher: Annual Reviews
Date: 03-01-2014
DOI: 10.1146/ANNUREV-PSYCH-010213-115208
Abstract: Much research shows it is possible to design motivating work, which has positive consequences for in iduals and their organizations. This article reviews research that adopts this motivational perspective on work design, and it emphasizes that it is important to continue to refine motivational theories. In light of continued large numbers of poor-quality jobs, attention must also be given to influencing practice and policy to promote the effective implementation of enriched work designs. Nevertheless, current and future work-based challenges mean that designing work for motivation is necessary but insufficient. This review argues that work design can be a powerful vehicle for learning and development, for maintaining and enhancing employees' physical and mental health, and for achieving control and flexibility simultaneously (for ex le, in the form of ambidexterity) all these outcomes are important given the challenges in today's workplaces. The review concludes by suggesting methodological directions.
EFFECT OF TEMPORARY CONTRACTS ON PERCEIVED WORK CHARACTERISTICS AND JOB STRAIN: A LONGITUDINAL STUDY
Publisher: Wiley
Date: 09-2002
Intervening to Enhance Proactivity in Organizations: Improving the Present or Changing the Future
Publisher: SAGE Publications
Date: 09-09-2015
Abstract: A growing body of evidence has linked proactivity at work to positive outcomes. Yet little research to date has investigated whether employees’ proactive behavior in organizations can be facilitated through training and development. Nor has research considered which variables shape employees’ responses to such interventions. We investigate the effects on proactivity of two theoretically distinct training and development interventions in a randomized field experiment with police officers and police support staff ( N = 112). We hypothesized that a problem-focused intervention, which made discrepancies between the status quo and the ideal present more salient, would lead to increases in in idual task proactivity, whereas a vision-focused intervention, which made discrepancies between the status quo and an ideal future more salient, would increase organization member proactivity. Intervention effects were moderated by role overload and future orientation, respectively. Only in iduals with high levels of role overload increased their in idual task proactivity as a result of the problem-focused intervention, and only in iduals high in future orientation increased their organization member proactivity as a result of the vision-focused intervention. Our study integrates different cybernetic perspectives on how proactivity is motivated and provides novel insights into moderators of interventions designed to capture these different mechanisms. From a practical perspective, our study supports organizations seeking to implement training and development interventions and helps them to determine who might benefit most from interventions.
Trait continuity: Can parent‐rated infant temperament predict HEXACO personality in early adulthood?
Publisher: Wiley
Date: 06-02-2023
DOI: 10.1111/SJOP.12898
Abstract: Examining the Raine cohort study, we tested the trait continuity hypothesis by examining the extent that young adults' (25–29 years old) self‐reported HEXACO personality can be statistically predicted from multi‐dimensional parental temperament ratings collected in infancy (1–2 years old). The study incorporated a lagged design (two waves), a large s le size ( n = 563), and examined both temperament and personality as both dimensions and profiles. Overall, we found very limited evidence of trait continuity, with generally very weak and few statistically significant observed associations of infant temperament with early adulthood personality. Relations were weak whether profile or dimension‐based operationalizations of both phenomena were adopted. Additionally, controlling for sex affected the relations of temperament and personality only to a small extent for most of the traits, and moderation effects of sex were generally zero‐to‐trivial in size. Altogether, parent‐rated temperament in infancy seems to provide little information about HEXACO personality in early adulthood.
Good work design for all: Multiple pathways to making a difference
Publisher: Informa UK Limited
Date: 28-12-2020
Developing agency through good work: Longitudinal effects of job autonomy and skill utilization on locus of control
Publisher: Elsevier BV
Date: 08-2015
Entrepreneurial Behavior in Organizations: Does Job Design Matter?
Publisher: SAGE Publications
Date: 06-12-2013
DOI: 10.1111/ETAP.12084
Designing a safer workplace: Importance of job autonomy, communication quality, and supportive supervisors.
Publisher: American Psychological Association (APA)
Date: 2001
Confidence Matters: Self‐efficacy Moderates the Credit that Supervisors Give to Adaptive and Proactive Role Behaviours
Publisher: Wiley
Date: 04-02-2016
A multiple climates approach to understanding business unit effectiveness
Publisher: SAGE Publications
Date: 06-09-2010
Abstract: We propose four theoretically competing climates that are important for business-unit performance: climates for external control, internal control, internal flexibility, and external flexibility. Using a sub-s le of 620 business units from multiple companies across different industries and countries, we identified mechanisms by which climates influence business performance, accounting for different stakeholder interests. Climate for external control related directly to perceived business performance climates for external flexibility and internal control both related to customer loyalty, which in turn predicted perceived business performance. Importantly, we show the moderating role of context whereby climate for internal flexibility was positively associated with perceived business performance, but only when market volatility was high. Drawing on the notion of ambidexterity, business units with higher effectiveness measures for all stakeholders also had high levels of all four climates, concurrently. The study supports the value for organizational effectiveness of having multiple climates that collectively accommodate an internal- and external-focus, as well as control and flexibility.
One hundred years of work design research: Looking back and looking forward.
Publisher: American Psychological Association (APA)
Date: 2017
DOI: 10.1037/APL0000106
Abstract: In this article we take a big picture perspective on work design research. In the first section of the paper we identify influential work design articles and use scientific mapping to identify distinct clusters of research. Pulling this material together, we identify five key work design perspectives that map onto distinct historical developments: (a) sociotechnical systems and autonomous work groups, (b) job characteristics model, (c) job demands-control model, (d) job demands-resources model, and (e) role theory. The grounding of these perspectives in the past is understandable, but we suggest that some of the distinction between clusters is convenient rather than substantive. Thus we also identify contemporary integrative perspectives on work design that build connections across the clusters and we argue that there is scope for further integration. In the second section of the paper, we review the role of
Erratum to “Work engagement and accumulation of task, social, and personal resources: A three-wave structural equation model” [Journal of Vocational Behavior 77/1 (2010) 140–153]
Publisher: Elsevier BV
Date: 10-2010
Tackling the root of insecurity:Why some workers experience less insecurity in todays labor market
Publisher: Academy of Management
Date: 08-2018
Unpacking team dynamics with growth modeling
Publisher: SAGE Publications
Date: 02-2016
Abstract: In this paper we advocate the use of growth modeling as an approach that is particularly useful for testing and refining existing theory on team dynamics, as well as integrating different theoretical perspectives. Quantitative studies that test team theories have typically included only one or two time points, between-team research designs, and hierarchical regression-based statistical analyses. Such an approach enables exploration of antecedents to explain why some teams are more effective than others at specified points in the team task or lifespan. In contrast, using three or more time points of data and applying growth modeling statistical analyses is atypical, but can allow for informative investigations of team trajectories, or patterns of change within teams. We argue that this approach can facilitate fruitful insights about team dynamics, and we provide guidelines for researchers as to how to investigate such team dynamics using growth modeling.
Chapter 8 Affect and Employee Proactivity: A Goal-Regulatory Perspective
Publisher: Emerald Group Publishing Limited
Date: 2012
Received Respect and Constructive Voice: The Roles of Proactive Motivation and Perspective Taking
Publisher: SAGE Publications
Date: 04-03-2019
Abstract: This study advances voice research by offering a social-relational view of the drivers of voice, a theoretical approach to voice that is seldom considered within the current paradigm largely focused on personality traits, job conditions, and organizational characteristics. One overlooked yet important social-relational antecedent of voice is received respect. Our core premise is that when employees believe they are respected by coworkers, they experience psychological changes to their control beliefs (representing “can-do” proactive motivation) and positive mood (representing “energized-to” proactive motivation), which then motivate voice. We further consider another social-relational variable—perspective taking—as a predictor of received respect and therefore as an indirect predictor of voice. Through a multimethod, multis le research program comprising four studies (two experiments involving more than 400 subjects in total, a s le involving more than 700 matched employee-coworker and subordinate-supervisor dyads, and a 9-week within-person field investigation of more than 400 university alumni), we provide evidence to support the proposed model. That is, received respect was associated with employees’ voice through control beliefs and positive mood, and perspective taking was a prominent predictor of received respect.
Job demands, not resources, predict worsening psychological distress during the early phase of the COVID-19 pandemic
Publisher: Informa UK Limited
Date: 03-09-2023
Let’s get on the same page: Conceptual clarification of individual-level information and communication technology use
Publisher: Cambridge University Press (CUP)
Date: 09-2021
DOI: 10.1017/IOP.2021.80
Minimizing strain and maximizing learning: The role of job demands, job control, and proactive personality.
Publisher: American Psychological Association (APA)
Date: 12-1999
DOI: 10.1037/0021-9010.84.6.925
Abstract: Using a s le of 268 production employees, this study extended research on R. Karasek's (1979) demands-control model of stress in 2 ways. First, results show that R. Karasek's proposed interaction between demands and control when predicting strain occurred only for more proactive employees. This 3-way interaction helps reconcile previous inconsistent findings about the interaction between demands and control when predicting strain. Second, the study extends research by investigating the demands-control interaction and the moderating influence of proactive personality in relation to learning-oriented outcomes (perceived mastery, role breadth self-efficacy, and production ownership). There were no 3-way interactions among the variables when predicting these learning-oriented outcomes, but all were important predictors. These results show (a) that demands and control can influence learning as proposed in the dynamic version of the demands-control model and (b) that proactive personality plays an important moderating role.
Production Teamworking: The Importance of Interdependence and Autonomy for Employee Strain and Satisfaction
Publisher: SAGE Publications
Date: 11-2000
DOI: 10.1177/00187267005311005
Abstract: A UK manufacturer introduced a common model of teamworking which achieved quite different performance results in wire-mills and roperies. Survey data (n = 231) showed higher job-related strain and lower job satisfaction in the wire-mills, where teamworking was not a success. Findings indicated that the differences in employee well-being could be accounted for by contrasting levels of process inter-dependence in the two production areas. Teamworking was a success in the roperies where process interdependence was high, but not in the wire-mills where there was a mismatch between this production process characteristic and a team-based form of work organization. Interactions between interdependence and autonomy were also found, such that higher autonomy had a positive impact only for those working in low interdependence processes. The unintended consequence of teamworking under low interdependence is to create winners and losers, as in idual team-members take on responsibilities of the team as a whole.
Managing your feelings at work, for a reason: The role of individual motives in affect regulation for performance‐related outcomes at work
Publisher: Wiley
Date: 20-04-2022
DOI: 10.1002/JOB.2628
Abstract: Affect regulation matters in organizations, but research has predominantly focused on how employees regulate their feelings. Here, we investigate the motives for why employees regulate their feelings. We assess employees' engagement in affect regulation based on distinct motives and investigate their implications for performance‐related outcomes. We develop a framework and measure for distinct types of motivated affect regulation at work, comprising hedonic affect regulation (motive to feel better), task‐related affect regulation (motive to reach an achievement‐related goal), and social affect regulation (motive to get along with others). Study 1 ( N = 621 employees) indicated each type of motivated affect regulation was distinct from the others. In Study 2 ( N = 80 employees n = 821 observations), in line with our theorizing, hedonic and task‐related affect regulation were both positively associated with performance‐related outcomes via perceived affect‐regulation success. In addition, the link between task‐related affect regulation and perceived affect‐regulation success was strongest for those in iduals who habitually engage in deep acting. By contrast, social affect regulation did not predict perceived affect‐regulation success or performance‐related outcomes. Understanding why employees choose to manage their feelings advances insights on in idual motives in employee behavior and provides new avenues for improving performance outcomes in organizations.
Four-quadrant investigation of job-related affects and behaviours
Publisher: Informa UK Limited
Date: 11-02-2013
Work characteristics and employee well-being within a context of strategic downsizing.
Publisher: American Psychological Association (APA)
Date: 1997
Work Design: Still Going Strong
Publisher: SAGE Publications Ltd
Date: 2008
From Passive to Proactive Motivation: The Importance of Flexible Role Orientations and Role Breadth Self‐efficacy
Publisher: Wiley
Date: 07-2000
How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis
Publisher: Wiley
Date: 02-2019
DOI: 10.1002/JOB.2347
Overqualification and Subjective Well-Being at Work: The Moderating Role of Job Autonomy and Culture
Publisher: Springer Science and Business Media LLC
Date: 31-05-2015
Perceived Dissimilarity and Perspective Taking Within Work Teams
Publisher: SAGE Publications
Date: 10-2007
Abstract: The authors investigate the relationship between employee perceptions of surface- and deep-level dissimilarity and within-team perspective taking. Results suggest that the more dissimilar employees perceive themselves to be from their fellow team members in terms of their work style, the less their perspective taking (i.e., lower positive attributions and empathy). In addition, the authors found that perceived work-style dissimilarity interacted with a contextually salient surface-level attribute (perceived age dissimilarity) such that when perceived work-style dissimilarity was low, perceived age dissimilarity had a stronger negative effect on within-team perspective taking. This study demonstrates the importance of considering perspective taking in their understanding of the effects of dissimilarity within teams and furthers theoretical understanding of the effects of relational demography by testing competing theories undergirding relational demography research.
The interpretation of change in verbal reports: Implications for health psychology
Publisher: Informa UK Limited
Date: 02-1996
Understanding Individual Compassion in Organizations: The Role of Appraisals and Psychological Flexibility
Publisher: Academy of Management
Date: 10-2012
Algorithms as work designers: How algorithmic management influences the design of jobs
Publisher: Elsevier BV
Date: 09-2022
Enhancing customer service: Perspective taking in a call centre
Publisher: Informa UK Limited
Date: 06-2007
THAT'S NOT MY JOB: DEVELOPING FLEXIBLE EMPLOYEE WORK.
Publisher: Academy of Management
Date: 08-1997
DOI: 10.2307/256952
Feeling Good and Performing Well? Psychological Engagement and Positive Behaviors at Work
Publisher: Edward Elgar Publishing
Date: 31-08-2010
Is Behavioral Engagement a Distinct and Useful Construct?
Publisher: Cambridge University Press (CUP)
Date: 03-2008
Promoting idea exploration and harmonization in the creative process: cultivating interdependence and employees’ perspective-Taking are key
Publisher: Informa UK Limited
Date: 27-12-2021
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