A New Strategy for Job Enrichment

Hackman, J. Richard; Oldham, Greg R.; Janson, Robert; Purdy, Kenneth

doi:10.2307/41164610

Cited by 382 publications

(193 citation statements)

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“…This perspective builds on the earlier work redesign literature that maintains that work with greater skill variety, task identity, task significance, autonomy, and feedback is more intrinsically motivating (Hackman and Oldham, 1976). By being more satisfying for workers, such jobs are seen to produce better outcomes for firms (Hackman et al, 1975). Lowe and Schellenberg (2001) provide empirical evidence for the high performance work system model's arguments: workers in their study who enjoyed more intrinsically satisfying work were more productive and reported higher levels of job satisfaction.…”

Section: Intrinsically Satisfying Workmentioning

confidence: 98%

Dignity at Work for Low Wage, Low Skill Service Workers

Berg

Frost

2006

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Using responses from a telephone survey of 589 low wage, low skill workers in US hospitals, the authors investigate the workplace features that influence workers’ perceptions of dignity at work. Both work organization variables and union representation are investigated as potential factors affecting workers’ perceptions of fair treatment by their employer, intrinsically satisfying work, and economic security. Work organization and union representation have little effect on dignity at work with the exception of their association with higher wages and therefore a greater degree of economic security. Results indicate that higher pay, adequate levels of staffing and resources, and access to training are the variables that are most closely associated with dignity on the job.On a récemment accordé beaucoup d’attention à l’inégalité croissante des gains et aux conditions économiques qui se détériorent chez les travailleurs à faibles revenus (Levy et Murnane, 1992; Johnson et Kuhn, 2004). En plus de faibles revenus, ces travailleurs doivent aussi affronter de mauvaises conditions de travail : insécurité d’emploi, traitement arbitraire et absence de représentation. De plus en plus, en relations industrielles, on cherche comment améliorer la vie au travail de ces travailleurs. La dignité au travail est devenue un sujet de ralliement, non seulement pour les syndicats, comme ce fut traditionnellement le cas, mais aussi pour les décideurs politiques et les intellectuels.Dans cet article, nous avons voulu évaluer les effets de certaines caractéristiques des lieux de travail sur les perceptions que les travailleurs se font de la dignité au travail, en recourant à une enquête auprès des personnes occupant des postes peu qualifiés et peu rémunérés dans le secteur des services. De plus, nous nous sommes demandés si la représentation syndicale ou des changements dans l’organisation du travail associés à des pratiques de haut rendement au travail affectent ou non la perception de ces travailleurs de la dignité en emploi.Les données proviennent d’une enquête effectuée dans quinze hôpitaux communautaires américains. Ce type d’hôpitaux constitue la majeure partie des hôpitaux aux États-Unis, et nous avons retenu le groupe le plus représentatif, c’est-à-dire ceux qui comptent entre 200 et 400 lits. Les hôpitaux sont répartis dans presque toutes les régions du pays. L’étude a débuté à l’été de l’année 2000 et elle s’est terminée au printemps de 2002.Notre analyse s’appuie sur une enquête téléphonique auprès de 589 travailleurs, dans les quinze hôpitaux retenus, et comprend des questions sur tous les aspects du travail accompli et de la carrière. Nous avons aussi visité chaque hôpital où nous avons interviewés des gestionnaires, des surveillants et des représentants syndicaux. En recourant à l’analyse multivariée, nous avons ensuite analysé l’effet de la syndicalisation et des pratiques de travail sur la perception de la dignité au travail dans les établissements. Pour estimer la perception de la dignité au travail par les travailleurs, n...

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Section: Intrinsically Satisfying Workmentioning

confidence: 98%

Dignity at Work for Low Wage, Low Skill Service Workers

Berg

Frost

2006

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“…The job situation (box 1 in Figure 1) , and sense of achievement (Waters ~ Roach, 1971. These findings are not entirely unanimous, however (Ki lbrid ge, 1961;Hackman ~ Oldham , 1976 I1ac1~nan, Oldham , Janson , ~ Purdy, 1975;Smith , 1972;Ketchum , Note 4;Copenhaver, 1973;Hautaluana ~ Gavin, 1975;Spiegel , 1975 did not find such a relationship, however (Davis ~ Valfer, 1965;King , 1974;Frank ~ Haclonan, 1975;Gomez F* Missie, 1975;Malone, 1975 and Porter and Lawler (1965) .…”

Section: Major Influences On Employee Ati'endance : a Process Modelmentioning

confidence: 98%

Major influences on employee attendance: A process model.

Steers¹,

Rhodes²

1978

Journal of Applied Psychology

637

466

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“…Without contact with the beneficiaries of their work, employees can find it difficult to know how their work is affecting these beneficiaries. For example, when production teams become isolated from their customers, they lose awareness of customers' expectations and specifications (Hackman, 1990; see also Hackman, Oldham, Janson, & Purdy, 1975) and may be uncertain about how their work is affecting customers.…”

Section: Proposition 1b: the Greater The Prevention Focus (As Opposedmentioning

confidence: 99%

Relational Job Design and the Motivation to Make a Prosocial Difference

Grant

2007

AMR

1,430

1,482

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This article illustrates how work contexts motivate employees to care about making a positive difference in other people's lives. I introduce a model of relational job design to describe how jobs spark the motivation to make a prosocial difference, and how this motivation affects employees' actions and identities. Whereas existing research focuses on individual differences and the task structures of jobs, I illuminate how the relational architecture of jobs shapes the motivation to make a prosocial difference.Why do I risk my life by running into a burning building, knowing that at any moment . . . the floor may give way, the roof may tumble on me, the fire may engulf me? . . . I'm here for my community, a community I grew up in, a community where I know lots of people, a community that knows me (firefighter; International Firefighters ' Day, 2004 Employees often care about making a positive difference in other people's lives. In the popular press, it is widely assumed that employees want to make a difference (Bornstein, 2004;Everett, 1995;May, 2003;Quinn, 2000). In order to motivate employees, many organizations define their missions in terms of making a difference (Collins & Porras, 1996;Margolis & Walsh, 2001Thompson & Bunderson, 2003). Qualitative research and quantitative research reveal that many employees describe the purpose of their work in terms of making a positive difference in others' lives (Colby, Sippola, & Phelps, 2001;Ruiz-Quintanilla & England, 1996), and research in diverse bodies of literature suggests that this motivation to make a prosocial difference is prevalent in a variety of work contexts. For example, in business, managers often attempt to improve the experiences of organizational members by persuading top administrators to address important issues (Dutton & Ashford, 1993;Meyerson & Scully, 1995) and by taking proactive steps to help proté gé s develop skills and advance their careers (Higgins & Kram, 2001). In public service, employees often place their own lives in jeopardy, beyond the call of duty, in order to protect the welfare of others: police officers chase armed suspects in order to safeguard their communities (Marx, 1980), and ambulance drivers speed through red lights at busy intersections in order to rescue victims (Regehr, Goldberg, & Hughes, 2002).Despite the evidence that employees are motivated to make a positive difference in other people's lives, the organizational literature is relatively silent about the sources of this motivation. Existing research suggests that dispositions may shape employees' motivations to make a prosocial difference. Employees who see their work as a calling want their efforts to make

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A New Strategy for Job Enrichment

Cited by 382 publications

References 0 publications

Dignity at Work for Low Wage, Low Skill Service Workers

Dignity at Work for Low Wage, Low Skill Service Workers

Major influences on employee attendance: A process model.

Relational Job Design and the Motivation to Make a Prosocial Difference

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