Unintended consequences of job redesign

Barnett, Rosalind C.; Gordon, Judith R.; Gareis, Karen C.; Morgan, Claudia

doi:10.1080/1366880042000245498

Cited by 14 publications

(2 citation statements)

References 43 publications

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“…According to Morrison and Robinson (1997), both cases are among the main causes of contract breach (reneging and vigilance respectively). Finally, Barnett et al (2004) and Wiesenfeld and Brockner (1993) claim that perceived unfairness following a merger impacts on employees' view of their employment relationship negatively.…”

Section: Psychological Contract Breachmentioning

confidence: 96%

Exploring civic virtue and turnover intention during organizational changes

Bellou

2008

Journal of Business Research

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Section: Psychological Contract Breachmentioning

confidence: 96%

Exploring civic virtue and turnover intention during organizational changes

Bellou

2008

Journal of Business Research

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“…Job redesign does require new job requirements, tasks, knowledge, skills and abilities that can create negative consequences such as anxieties over new and different job duties, increased work loads and perceived violations of the psychological contract (Badren & Kafafy, 2008;Barnett et al, 2004). This could explain why efforts of job redesign have not been seen to keep pace with information technology advancements.…”

Section: Redesigning Job Descriptionsmentioning

confidence: 98%

The Role of Technology as an Enabler in Job Redesign

Savino

2009

Journal of Technology Management & Innovation

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This paper is an acknowledgement of the role of technology as an enabler that encourages the constant need to evaluate, update and employ changing job descriptions and business processes that truly acknowledge job requirements as they are versus notions of what they have been or should be. Advancements in technology have brought about a significant amount of change in terms of how we go about doing our daily work. The evolution from being a manufacturing economy to being information and service based brought to the workplace new realities and responsibilities. As a result, workers can no longer expect to be given a specific listing of assigned duties and tasks that remain fixed over a long period of time. The new paradigm in the workplace relies on continuous demands for improvement and acquired knowledge in a dynamic environment. The catalyst that enables continuous improvement is technology.

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