High Performance Work Design: The Digital Experience

Buchanan, David; McCalman, James

doi:10.1016/b978-0-08-036226-7.50067-3

Cited by 17 publications

(9 citation statements)

References 1 publication

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“…Early debates focused on the differences between STS-inspired team-based plants and Japanese-inspired lean production, with a large number of case studies showing substantially higher decision-making discretion and job satisfaction in the former cases (e.g. Berggren 1992; Buchanan and McCalman 1989). These debates are similar to those found in the US literature (Appelbaum and Batt 1994).…”

Section: High Performance Work Systemssupporting

confidence: 66%

Groups, Teams, and the Division of Labor: Interdisciplinary Perspectives on the Organization of Work

Batt

Doellgast

2006

Oxford Handbooks Online

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The purpose of this chapter is to survey and critique this varied landscape of research on groups at work, drawing out common themes and selective weaknesses with the goal of suggesting a more synthetic and informed future agenda. Our discussion is not encyclopedic, but rather focused on three quite different research traditions: those based in psychology, in industrial relations, and in critical sociology. We outline the intellectual landscape of each case and highlight areas of agreement and disagreement. We argue that this project of cross-disciplinary theory building encounters substantial challenges, but is rich in potential. These traditions differ in their theoretical assumptions, research questions and methods, and outcomes of interest. Nonetheless, we suggest that building a more multi-disciplinary research agenda is worthwhile and conclude with suggestions for further work in this direction.

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Section: High Performance Work Systemssupporting

confidence: 66%

Groups, Teams, and the Division of Labor: Interdisciplinary Perspectives on the Organization of Work

Batt

Doellgast

2006

Oxford Handbooks Online

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“…The need for these competencies is accentuated within modern organizations because of the greater interdependence between traditionally separate processes (Dean & Snell, 1991). Initiatives such as cellular manufacturing require employees to resolve conflicts, coordinate activities, and communicate across traditional production boundaries (Buchanan & McCalman, 1989). The self-efficacy to carry out such interpersonal tasks cannot be assumed.…”

mentioning

confidence: 99%

Enhancing role breadth self-efficacy: The roles of job enrichment and other organizational interventions.

Parker¹

1998

Journal of Applied Psychology

939

912

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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.

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“…5771/0935-9915-2014-4-248 Generiert durch IP '44.224.250.200', am 21.12.2021, 19:31:18 service delivery process to the customer, informing the customer, asking about further needs or generally engaging in relational communication (Barnard, 2001;Bowen & Schneider, 1985;Fischbach, 2003;Gittell, Weinberg, Pfefferle, & Bishop, 2008;Grant, 2007;Johnson, 1996;Mohr & Bitner, 1991;Rafaeli, Ziklik, & Doucet, 2008;Weitz, 1978). Research and business magazines increasingly claim that technical employees should extend their work roles, adopting Customer Related tasks in addition to their technical core tasks (Buchanan & McCalman, 1989;Duris, 2000;Gordon, 2007;Newman, 2003;Houben & Wuestner, 2014). Managers emphasizes the importance of relationships with clients and customers (Cascio, 1995).…”

Section: Customer Related Job Definitions (Crjd)mentioning

confidence: 99%

Job definitions and service behaviour. An investigation among technical service employees

Dettmers¹

2014

mrev

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Job definitions and service behaviour. An investigation among technical service employees **Service organizations try to control the service behavior of employees using formal guidelines, training and instructions. However, the specific actions that are performed during the service encounters are predominantly under the discretion of the individual frontline employee. Therefore, the employee's idiosyncratic perception of the job, the subjective job definition, may significantly influence the behavior shown in the service encounter. Based on existing approaches on job definitions with regard to proactive, citizenship, prosocial and safety behavior this paper proposes a method to assess the subjective customer related job definition of service employees in the technical industries. The results of a survey in 49 small technical service organizations indicate good psychometric properties of the measure. A second study including a survey in 20 service organizations and a customer survey reveals that the customer related job definitions of service employees are associated with the service behavior as perceived by the customers. The findings underline the importance of subjective job definitions of service employees for the achievement of effective service behavior. Assessing and changing customer related job definitions may be a promising way to improve service quality.

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High Performance Work Design: The Digital Experience

Cited by 17 publications

References 1 publication

Groups, Teams, and the Division of Labor: Interdisciplinary Perspectives on the Organization of Work

Groups, Teams, and the Division of Labor: Interdisciplinary Perspectives on the Organization of Work

Enhancing role breadth self-efficacy: The roles of job enrichment and other organizational interventions.

Job definitions and service behaviour. An investigation among technical service employees

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