Task Interdependence and the Theory of Job Design

Kiggundu, Moses N.

doi:10.2307/257385

Cited by 115 publications

(135 citation statements)

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“…In their categorization, De Dreu and Weingart (2003) view planning-production tasks in terms of routines because these tasks incorporate low levels of uncertainty and complexity. The degree to which team members need to interact with and rely on other team members for information and resources is defined as task interdependence (Kiggundu 1981). Task interdependence can be categorized as pooled, sequential, reciprocal, or comprehensive (Saavedra et al 1993).…”

Section: Task-technology Fit and Decision-making In High Reliability mentioning

confidence: 99%

Decision-Making in the Police Work Force: Affordances Explained in Practice

Verhulst

Rutkowski

2018

Group Decis Negot

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Studies of decision-making in High Reliability Organizations as supported by Information Technology have mostly pertained to the "cold" context, that is, the planning and briefing tasks that precede intervention. Meanwhile, the degree of elasticity required of High Reliability Teams during critical processes is key to stabilizing team performance and can be enhanced through the use of technology. However, off-the-shelf technologies are often used in organizations without due consideration of their impact on task interdependence and affordance. This article presents the results from a threestep explorative field study that investigated the effects of the imbrication between human (e.g., users) and material (e.g., technology) agencies on the decision-making processes used by a police force. Particularly, we address the impact on the individual, collective, and shared affordances of mobile technology (i.e., smartphone) in terms of the daily work routine of officers on the streets. Teams of police officers were shadowed during their daily work for a period of 80 hours. This article presents the findings in the form of four vignettes. The approach used proved useful for determining the affordance of technology in relation to task interdependence on micro-processes and decision-making.

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Section: Task-technology Fit and Decision-making In High Reliability mentioning

confidence: 99%

Decision-Making in the Police Work Force: Affordances Explained in Practice

Verhulst

Rutkowski

2018

Group Decis Negot

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“…The WDQ is a comprehensive integration of several diverse literatures of work design (e.g., Campion, 1988;Edwards, Scully, & Brtek, 1999;Goodman, 1986;Hackman & Lawler, 1971;Hackman & Oldham , 1975;Jackson, Wall, 1993;Karasek, 1979;Kiggundu, 1981;Martin, & Davids, 1993;Sims et al, 1976;Wall et al, 1995) with twenty-one distinct work characteristics within four broad categories (task, knowledge, social, and contextual). The process they used to find the job characteristics was to search PsychInfo, ABI-Inform, and O*NET for work characteristic terms.…”

Section: A Multi-disciplinary Approachmentioning

confidence: 99%

Work Design Characteristics as Moderators of the Relationship between Proactive Personality and Engagement

Drown

2000

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This study examines which and how trait relevant work design characteristics moderate the relationship between proactive personality and engagement. Proactive personality is defined as an individual's tendency to intentionally and directly affect change in their environment (Bateman & Crant, 1993;Crant, 2000). Previous research has been primarily focused on the positive aspects of proactive personality; to fill this gap, I used trait activation theory (Tett & Burnett, 2003) to identify which work characteristics will activate proactive personality to affect engagement and developed specific hypotheses about which work characteristics will attenuate the proactive personality engagement relationship. In the study I identified five work characteristics (autonomy, feedback from job, problem solving, social support, and feedback from others) that may be moderators of the proactive personality-engagement relationship. Data were collected from 258 participants who worked in organizations located in north and northeast Italy. Data were collected at two time points. At time 1, proactive personality and work design characteristics were collected. Work engagement was collected at time 2. Although main effects for proactive personality and the job characteristics on engagement were found, the data did not support most of the hypotheses in this study. However, supplemental analyses found interesting interactions with regards to the impact of decision making autonomy and feedback from others on the relation between proactive personality and work engagement. The supplemental results suggest that proactive personality may act as a personal resource when work design characteristics are lacking.However, when decision making autonomy or feedback from others is high there is a negative relationship between proactive personality and engagement. Proactive Personality iiThe results of this study have several implications for management theory and practice. On the theoretical side there are at least three contributions. First, while the majority of research on PAP has focused on main effects, few studies have identified moderators (Crant, 2000). Second, this study adds to research by extending trait activation theory to apply to how proactive workers view work characteristics. Third, while all work design characteristics coexist simultaneously within a work environment, they are usually discussed individually, not simultaneously. Additionally, the results of this study have implications for practice. The results of this study suggest that organizations should consider the work design characteristics and their impact on proactive workers prior to selecting proactive workers. Also organizations who are interested in employing proactive workers can use the results of this study to optimize the success of both high-and low-proactivity workers. By having a more in depth understanding of how work design characteristics impact proactive people organizations will be better able to meet an employee's needs, and the theoretical understan...

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“…Task interdependence is defined as the work flowing from one team member to another in such a way that the task performance of one team member depends on the task performance of the other (Brass, 1981;Kiggundu, 1981;Van de Vegt, Emans & van der Vliert, 1998).…”

Section: Part Two: Studies On Individual and Organisational Factors Ementioning

confidence: 99%

“…Task interdependence is defined as a situation in which work flows from one team member to another in such a way that the task performance of one team member depends on the task performance of the other (Brass, 1981;Kiggundu, 1981;Van de Vegt et al, 1998). Task interdependence exists when a team member needs information, resources, advice, knowledge, physical assistance, and/or equipment from another team member to complete his or her task successfully (e.g., Cummings, 1978;De Jong, Van der Vegt & Molleman, 2007).…”

Section: Perceived Task and Goal Interdependencementioning

confidence: 99%

“…Task interdependence refers to the degree to which the task performance of one team member depends on the task performance of the other (Brass, 1981;Kiggundu, 1981; Van der Vegt, Emans & Van de Vliert, 1998). Goal interdependence refers to the degree to which team members believe that their personal benefits and costs depend on the successful goal attainment of other members (Kelley & Thibaut, 1978;Deutsch, 1980;Van der Vegt, Emans & Van de Vliert, 1998).…”

Section: Part Two: Studies On Individual and Organisational Factors Ementioning

Task Interdependence and the Theory of Job Design

Cited by 115 publications

References 0 publications

Decision-Making in the Police Work Force: Affordances Explained in Practice

Decision-Making in the Police Work Force: Affordances Explained in Practice

Work Design Characteristics as Moderators of the Relationship between Proactive Personality and Engagement

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