The Measurement of Work: Hierachical Representation of the Multimethod Job Design Questionnaire

Edwards, Jeffrey R.; Scully, Judith; Brtek, Mary D.

doi:10.1111/j.1744-6570.1999.tb00163.x

Cited by 43 publications

(60 citation statements)

References 45 publications

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“…Although research in the area of job design has previously examined the healthrelated outcomes of physical demands and working conditions (Campion & McClelland, 1991;Edwards, Scully & Brtek, 1999), these 'doing' characteristics were predominantly excluded from job design models until recently (Grant et al, 2010b;Morgeson & Humphrey, 2008). This inclusion of demanding work characteristics further reflects the increased uptake of multidisciplinary approaches to job design which integrate mechanistic and motivational characteristics (Campion et al, 2005).…”

Section: Hindrance Demandsmentioning

confidence: 99%

Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Cullinane

Bosak

Flood

et al. 2014

The International Journal of Human Resource Management

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ii Declaration I hereby certify that this material, which I now submit for assessment on the programme of study leading to the award of Doctor of Philosophy is entirely my own work, and that I have exercised reasonable care to ensure that the work is original, and does not to the best of my knowledge breach any law of copyright, and has not been taken from the work of others save and to the extent that such work has been cited and acknowledged within the text of my work. Flood. Patrick has provided great support and guidance during the past four years. He was also very influential in my decision to undertake the PhD during my time as a teaching assistant in DCU, and I will always be grateful for that push in the right direction. Over the past four years Janine has become both a wonderful mentor and a great friend. She has acted as my personal coach during this time and continued to build my confidence in my writing, presenting, and analytical skills, particularly when I was feeling insecure. Janine has also been a great advocate of my career and helped me to broaden my skills during my time as a PhD student in terms of teaching, writing and networking. The activities we were involved in together kept me sane and allowed me to maintain balance and perspective on my research. Both supervisors shared their wide international network of colleagues with me during my research which allowed me to meet and work with a number of very influential and interesting people over the years. It was a pleasure to work with you both.I would also like to thank Professor Eva Demerouti (Eindhoven University of Technology) with whom I collaborated with throughout this research. Eva was extremely accommodating when I approached her as an inexperienced and nervous first year student wanting to draw on her time and expertise in the area of engagement and burnout. I am very grateful for all the time, advice and encouragement she provided at our meetings in Utrecht, Eindhoven and during conferences. I also wish to acknowledge the time and effort spent by Eva in reading my work and assisting me with my statistical analysis, which is greatly appreciated. AbstractStudies to date which examine the quality of working life under lean manufacturing have yielded contradictory findings, whereby positive, negative and contingent effects on employee well-being have been demonstrated. A large contributor to these inconsistencies is the absence of an applicable model of job design which captures the complex socio-technical nature of this context. This research proposes and tests a model of job design under lean manufacturing using the Job Demands-Resources framework in order to capture the distinct motivational and health-impairing potential of this context. Cross-sectional data was collected from 200 employees working in a multi-national pharmaceutical manufacturing organisation with extensive lean usage. The findings supported hypotheses relating to the direct and interactive effects of lean-specific resources and demands in the prediction of ...

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Section: Hindrance Demandsmentioning

confidence: 99%

Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Cullinane

Bosak

Flood

et al. 2014

The International Journal of Human Resource Management

View full text Add to dashboard Cite

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“…However, most measures of work outcomes and processes apply to specific levels of the system only (measures of job output, departmental performance, plant productivity, and so on). Existing instruments and measures of work design include Hackman and Oldham' s job diagnostic survey (1980); Campion and Thayer' s MJDQ (1985); the measures of job control, cognitive demand, and production responsibility developed by Jackson, Wall, Martin, and Davids (1993); measures of work design dependencies (Majchrzak, 1997); statistical measures to assess variance in process quality (Gitlow & Hertz, 1983); measures of work redesign for information technology in advanced manufacturing (Parker & Wall, 1998); and assessments of the psychometric properties of the MJDQ (Edwards, Scully, & Brtek, 1999). Each of these measures has been developed to assess work-related phenomena at a specific level of the system only (Jackson et al, 1993).…”

Section: Critique and Implications For Further Researchmentioning

confidence: 99%

Work design theory: A review and critique with implications for human resource development

Torraco¹

2005

Human Resource Dev Quarterly

101

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Six theoretical perspectives on work design are examined for their contributions to our understanding of how work is organized and designed in organizationsWork design is tightly woven into the structure and function of organizations. The nature of work and how it is structured and related to human activity affects every aspect of the organization. Work design is the basis for how work is conceived in broad terms, translated across organizational levels, and structured for the units and the individuals who perform the work. The structure, technology, and resources available in one' s work environment are fundamental to the meaning and value one places in work. As such, the organization and design of one' s work environment significantly shape the contribution one makes to the organization.The nature of work continues to change (Howard, 1995;Cappelli, Bassi, Katz, Knoke, Osterman, & Useem, 1997), and the rate of change in work design and technology continues to accelerate (Adler, 1992;Tenner, 1996).

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“…Interestingly, this motivational approach has tended to completely ignore mechanistic approaches and the consequences of focusing solely on motivational issues. Campion (1988Campion ( , 1989Campion & McClelland, 1991;Campion & Thayer, 1985) and Edwards et al (1999Edwards et al ( ,2000 have provided evidence that mechanistically oriented job designs are associated with efficiencyrelated outcomes, whereas motivationally oriented job designs are associated with satisfaction-related outcomes. In addition, these two designs typically show strong negative relationships to each other (Campion, 1988;Campion & Thayer, 1985).…”

Section: Understanding Motivational and Mechanistic Design Tradeofimentioning

confidence: 99%

“…Because of the relatively parochial nature of work design research in 1-0 psychology, only recently have fundamental tradeoffs between different approaches to job design been acknowledged (Campion, 1988;Edwards, Scully, & Brtek, 1999). This research has found that motivational and mechanistic approaches are at odds.…”

mentioning

confidence: 99%

Minimizing Tradeoffs When Redesigning Work: Evidence From a Longitudinal Quasi‐experiment

Morgeson

Campion²

2002

Personnel Psychology

105

100

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Although cross‐sectional job design research highlights a tradeoff between motivational and mechanistic work design, the redesign literature is more equivocal. We develop a work redesign process that suggests the tradeoffs can be minimized if both motivational and mechanistic approaches are explicitly considered when work is designed and the ultimate outcomes of the design effort (e.g., satisfaction, efficiency, or both) are taken into account when work is redesigned. In a longitudinal quasi‐experiment, we examined how jobs can be differentially changed in terms of their motivational and mechanistic properties. Results showed at least partial support for all expected relationships. This suggests that the tradeoffs previously considered inherent in job design may not always occur, particularly if conceptual and methodological consideration is given to their minimization.

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The Measurement of Work: Hierachical Representation of the Multimethod Job Design Questionnaire

Cited by 43 publications

References 45 publications

Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Work design theory: A review and critique with implications for human resource development

Minimizing Tradeoffs When Redesigning Work: Evidence From a Longitudinal Quasi‐experiment

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