Fostering workplace creativity: examining the roles of job design and organizational context

Yoo, Sangok; Jang, Soebin; Ho, Yedam; Seo, Jaekyo; Yoo, Min Hee

doi:10.1111/1744-7941.12186

Cited by 17 publications

(11 citation statements)

References 67 publications

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“…The underlying logic is that even though employees have proactive characteristics, their motivation to act proactively depends on contextual factors that either support or discourage them (Grant and Ashford, 2008). Although creativity research provided a theoretical basis for examining contextual factors (Anderson et al , 2014; Yoo et al , 2019; Zhou and Hoever, 2014), literature on employee proactivity–creativity relationship lacks evidence on climate-related determinants. Therefore, addressing this limited understanding, we suggested that an initiative climate might be one of the key determinants in enacting proactive behaviours.…”

Section: Discussionmentioning

confidence: 99%

“…Creativity enables organisations to generate novel and useful ideas that help improve work processes, offer solutions for the problems or proactively develop strategies for innovative expectations (Shalley et al , 2004). In this context, the question of how organisations design the work for the employees to reveal their creative potential has gained importance (Yoo et al , 2019). Although the early views on job design proposed that top-down managerial initiatives enhance individual and organisational effectiveness, the evolving perspectives have emphasised that the self-initiated proactive behaviours better suit intrinsic needs and help enhance employee motivation and performance (Grant and Parker, 2009; Oldham and Hackman, 2010).…”

Section: Introductionmentioning

confidence: 99%

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Employee proactivity and proactive initiatives towards creativity: exploring the roles of job crafting and initiative climate

Kilic

Gök

2022

IJOA

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Purpose Although previous research has shown that proactive initiatives are mostly related to performance- and creativity-related outcomes, the questions of “how” and “when” proactivity brings about creativity are not still fully answered. This conceptual investigation aims to explain the intervening role of job crafting by conceptualising it as a behavioural mechanism that employees engage in to increase their functioning. Besides, this study examines initiative climate as a contextual factor that shapes this intervening mechanism. Design/methodology/approach Drawing on job demands-resources (JD-R) theory, we put forward propositions explaining how proactive employees engage in promotive and preventive forms of job crafting, which results in creative outcomes. This study’s theoretical approach also illuminates the person–context interaction in creativity research by incorporating initiative climate. Findings This study underscores the behavioural and contextual determinants of the employee proactivity and creativity relationship. This study discussed how proactive employees reveal their creative potential by engaging not only in promotive job crafting but also in preventive job crafting. Besides, this study suggested that a sufficient level of initiative climate might be a prerequisite for enacting proactive behaviour. Originality/value This study attempted to contribute to the current understanding of employee proactivity and creativity literature by conceptually investigating this relationship from the JD-R perspective. Therefore, in addition to the predictable outcomes of promotive job crafting, we also underscored the temporal role of preventive job crafting on employee creativity. Besides, this study stressed that initiative climate reflects a crucial contextual determinant in this relationship.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Employee proactivity and proactive initiatives towards creativity: exploring the roles of job crafting and initiative climate

Kilic

Gök

2022

IJOA

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“…Using a variety of skills (X3) gives workers the opportunity to use their knowledge and experience (Ling and Wong, 2016), which leads to their ability to use resources efficiently. The broad skill structure within the job enables FMs to achieve higher levels of creativity (Yoo et al , 2019), leading to better resource utilisation.…”

Section: Discussion On the Association Between Work Outcomes And Job Situational Factorsmentioning

confidence: 99%

Effect of job situational factors on work outcomes of facilities managers

Ling

Zhang

Tay

2021

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Purpose This study aims to investigate how the situational factors that facilities managers (FMs) in Singapore face in their jobs affect their work outcomes. Job situation factors such as types of tasks, interpersonal relationships in teams, supervisors’ actions and advancements opportunities are classified into job characteristics, social environment characteristics, leadership and organisational practices categories. Design/methodology/approach Based on a systematic literature review, a questionnaire was designed to collect data on work outcomes and job situational factors from FMs working in public housing estates in Singapore. Using the Statistical Package for the Social Science software, inferential statistical analyses were carried out. Findings FMs reported that they used economical means and resources to carry out their work significantly frequently and achieved significantly high productivity. Complaints are received significantly frequently and maintenance defects are regularly encountered. Many of the job situational factors are present and found to be significantly correlated with work outcomes and some of these may be used to predict FMs’ work outcomes. Based on the correlation results, the frequency of complaints from residents may be reduced through the following ways: make FMs’ work tasks less challenging; reduce the variety of work tasks that FMs need to execute; reduce FMs’ work volume and speed of work. Research limitations/implications This study is limited to FMs managing public housing estates in Singapore. The work outcomes are self-reported, and thus susceptible to bias. However, as the respondents reported significantly frequent complaints and defects, this might indicate that the bias is not serious. Practical implications FMs’ jobs should be broken down into small parts/tasks and assigned to different FMs to specialise. This makes FMs’ tasks less challenging, and allows them to specialise to increase their productivity, improve their quality of work and overcome the problem of high work volume or demanding work speed. By adopting job specialisation, the frequency of receiving complaints from residents may be reduced. Originality/value This study discovered strategies to reduce the number of complaints from residents of public housing about facilities management. The contribution to knowledge is that complaints by residents on facilities management can be reduced by adopting job specialisation but not job enlargement. Decomposing work into different tasks and allowing FMs to focus on a few tasks would lead to a reduction in complaints. It also enables FMs to master the skill and complete the tasks without much oversight or supervision.

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“…Based on motivator-hygiene theory, job design consists of five core motivational characteristics (Hackman & Oldham, 1976). Specifically, skill variety refers to the degree of use of different skills when conducting the work (Yoo et al, 2019). Task identity refers to the opportunity to complete a whole and identifiable piece of work (Catherine, 2018).…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

When and How Job Design Influences Work Motivation: A Self-Determination Theory Approach

Liu¹,

Wang

Zhang

et al. 2021

Psychol Rep

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Based on self-determination theory and job characteristics theory, this study aims to provide a systematic and comprehensive model simultaneously investigating the relationship between job characteristics and two forms of work motivation (i.e., controlled motivation and autonomous motivation). To examine the proposed model, we recruited employees working in multiple Chinese industries and collected 435 valid questionnaires. The results indicate that job characteristics have a significantly positive effect on basic psychological needs satisfaction, which, in turn, positively affects autonomous motivation and negatively influences controlled motivation. In addition, basic psychological needs satisfaction mediates the linkage between job characteristics and positive or negative work motivation. Moreover, when an employee had high positive affectivity, job characteristics were more likely to fuel their basic psychological needs satisfaction. In contrast, job characteristics were more likely to be the depressor of these needs satisfaction when an employee possesses high negative affectivity. Our findings revealed that the degree of three needs satisfaction at work is a convincing and identifiable psychological mechanism between job characteristics and two types of work motivation. Also, work affectivity may influence the different perceptions of job characteristics, reminding managers that personality traits are a non-negligible factor in job design. Overall, this paper extends the application of the job characteristics model by revealing when and how job characteristics influence two types of work motivation and further puts forward managerial implications.

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Fostering workplace creativity: examining the roles of job design and organizational context

Cited by 17 publications

References 67 publications

Employee proactivity and proactive initiatives towards creativity: exploring the roles of job crafting and initiative climate

Employee proactivity and proactive initiatives towards creativity: exploring the roles of job crafting and initiative climate

Effect of job situational factors on work outcomes of facilities managers

When and How Job Design Influences Work Motivation: A Self-Determination Theory Approach

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