Employer Choice and Job Quality

Findlay, Patricia; Lindsay, Colin; McQuarrie, Jo; Bennie, Marion; Corcoran, Emma Dunlop; Meer, R.B. Van Der

doi:10.1177/0730888416678038

Cited by 31 publications

(15 citation statements)

References 23 publications

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“…Employees' exposure to technological implementation and greater job complexity using novel technology ameliorates job satisfaction regardless of the job type (Axtell et al 2002). For example, the implementation of RAIA resulted in pharmaceutical employees appreciating the work design because of the increased contact with the hospital patients, the upskilling of tasks, and the interdisciplinary learning it afforded them (Findlay et al 2017). Another group perceived this change negatively, as they felt it reduced opportunities for job rotation and teamwork, and limited career opportunities (Findlay et al 2017).…”

Section: Raia and Job Satisfactionmentioning

confidence: 99%

“…For example, the implementation of RAIA resulted in pharmaceutical employees appreciating the work design because of the increased contact with the hospital patients, the upskilling of tasks, and the interdisciplinary learning it afforded them (Findlay et al 2017). Another group perceived this change negatively, as they felt it reduced opportunities for job rotation and teamwork, and limited career opportunities (Findlay et al 2017). In addition, research shows that gamified job designs ameliorate motivation, satisfaction, and operational performance on the job in manufacturing industries (Liu et al 2018).…”

Section: Raia and Job Satisfactionmentioning

confidence: 99%

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Employees’ Perceptions of the Implementation of Robotics, Artificial Intelligence, and Automation (RAIA) on Job Satisfaction, Job Security, and Employability

Bhargava

Bester

Bolton

2020

J. technol. behav. sci.

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The study aimed at qualitatively exploring working adult's perceptions of the implementation of robotics, artificial intelligence (AI), and automation (RAIA) on their job security, job satisfaction, and employability. By means of a cross-sectional and exploratory design, the researchers conducted 21 semi-structured interviews with a diverse sample. The heterogeneous sample came from numerous industries for instance consulting, accounting and finance, and hospitality and varied seniority levels. The thematic analysis led to the emergence of five high-level themes and several sub-themes. The findings indicate that (a) "human touch" and "soft skills" remain irreplaceable and cannot be replicated by RAIA, (b) employees need to perceive RAIA as an opportunity and not a threat, (c) employees might experience a job satisfaction dilemma, and (d) organizations have to be well prepared pre-and post-industrial change. The findings could be used by industrial and organizational psychologists, human resource practitioners, and strategic information technology decision-makers when managing RAIA-related technological changes in organizations. Employees' suggestions and perceptions could be considered to mitigate the consequences of technological changes in organizations. Both employees and employers need to change their perspective toward RAIA technology, work with a flexible, open mind, and embrace the potential impact of RAIA advancements on job roles and responsibilities. Employees will have to follow a path of continuous learning and keep up with technology.

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Section: Raia and Job Satisfactionmentioning

confidence: 99%

Section: Raia and Job Satisfactionmentioning

confidence: 99%

Employees’ Perceptions of the Implementation of Robotics, Artificial Intelligence, and Automation (RAIA) on Job Satisfaction, Job Security, and Employability

Bhargava

Bester

Bolton

2020

J. technol. behav. sci.

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“…Not only is relatively little known about how people design work, we also know little about why people make the work design decisions that they do (Findlay, Lindsay, et al, 2017). Our second research goal, therefore, is to model the effects of work design-related capacity and work-design related willingness on individuals' work design behaviors.…”

Section: Research Goal 2: Modeling Antecedents Of Individual Work Design Behaviorsmentioning

confidence: 99%

Poor work design begets poor work design: Capacity and willingness antecedents of individual work design behavior.

Parker¹,

Andrei²,

Broeck³

2019

Journal of Applied Psychology

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Capacity and Willingness as Antecedents of Individual Work Design Behaviors"I linked similar jobs together to maintain clearly defined roles, whilst also maintaining a chain of command. Clearly not everyone is a manager and people need to be aware who the person above and below them in the chain is (…). I think this is the most effective and efficient way to run a company smoothly."(Part time sales worker and study participant) Work design, or the content and organization of one's work tasks, activities, relationships and responsibilities (Parker, 2014), is one of the most important practical and theoretical topics in our field (Miner, 2003). Considerable evidence shows the positive effects of enriched work designs for individual and organizational outcomes (see the meta analysis by Humphrey, Nahrgang & Morgeson, 2007). An enriched work design is one in which incumbents have, for example, the job autonomy to make decisions, a variety of tasks, and an opportunity to use and develop their skills (Hackman & Oldham, 1976). Much evidence also exists from a stress perspective of having job demands that are not excessive, such as individuals not being overloaded, or excessively conflicted, in their roles (e.g., see meta analyses by Alarcon, 2011;Podsakoff, LePine, & LePine, 2007).Despite this evidence for the merits of psychologically well-designed work, poorly designed jobs continue to exist in many contemporary organizations, raising the important question as to why low quality work designs continue to be prevalent. One set of forces at play concerns the decisions, sometimes indirect and unconscious, that individuals in the local work context (e.g., managers, engineers) make that shape others' job designs.Preliminary and anecdotal evidence suggests that individuals in the workplace often do not know how to design or enable enriched work, over-relying on deeply ingrained principles of job simplification when decisions are made (Campion & Stevens, 1991). Key:(*) Enriching work strategy selection. These items were used in the shorter version of the measure reported in Study 2.

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“…A substantial number of scholarly and policy debates in organisation studies and human resource management (HRM) relate capital accumulation to high-performance work systems, performance and productivity, and workplace innovation (Appelbaum and Batt, 1994; Jensen et al, 2013; Osterman, 1994). Central to these debates is the role of effective acquisition, deployment and development of human capital in how and how much value is created, as well as the role and impact of organisational leadership and governance, and managerial approaches and practices on value-creation outcomes (Findlay et al, 2016: 3). Nevertheless, linking the analysis of capital accumulation to the emergence of new business models implies consideration of how it intersects with processes of value creation and value capture.…”

Section: Institutional Experimentation and Capital Accumulation: New mentioning

confidence: 99%

“…Value is realised in the marketplace as the result of transformation, embeddedness in a wider social structure, and capture or distribution in the form of wages, investments, dividends and retained profits. Thus, the role of labour in enhancing value creation is underpinned by labour’s share in value capture (Findlay et al, 2016). Marx’s analysis of the factors governing value creation sheds light on the role of capital to extend its capacity to control as well as to lower the costs of production as an essential component of value capture.…”

Section: Institutional Experimentation and Capital Accumulation: New mentioning

confidence: 99%

Workplace change and institutional experimentation: a case study of service-sector work in Europe

Pulignano

Thompson

Doerflinger

2020

Transfer: European Review of Labour and Research

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This article examines institutional experimentation by linking the dynamics of capital accumulation, the adoption of new digital technologies within the labour process, and institutional settings. Our inductive qualitative case study within the service (logistics) sector in Europe sheds light on the processes through which local stakeholders engage in workplace change through institutional experimentation. It also illustrates how and under which conditions unions can act as political agents of transformation to influence work and employment.

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Employer Choice and Job Quality

Cited by 31 publications

References 23 publications

Employees’ Perceptions of the Implementation of Robotics, Artificial Intelligence, and Automation (RAIA) on Job Satisfaction, Job Security, and Employability

Employees’ Perceptions of the Implementation of Robotics, Artificial Intelligence, and Automation (RAIA) on Job Satisfaction, Job Security, and Employability

Poor work design begets poor work design: Capacity and willingness antecedents of individual work design behavior.

Workplace change and institutional experimentation: a case study of service-sector work in Europe

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