Developments in work design theory have not kept pace with the changes occurring in the organizational landscape. We propose a theoretical framework that specifies five categories of work design variables that span individual, group and organizational levels of analysis. Specifically, we propose an elaborated model of work design that includes: systematic consideration of antecedents of work characteristics; expansion of the traditional range of work characteristics to include aspects salient to the modern context; extension of the range of outcome variables beyond the existing narrow focus on affective reactions; analysis of the mechanisms, or processes, that explain why work characteristics lead to particular outcomes; and consideration of contingencies that moderate the effects of work characteristics. We argue that the particular choice of work design variables should be guided by theory and an analysis of the organizational context.

L'accession au pouvoir est présentée comme une recette universelle pour améliorer la performance au travail. On défend ici l'idée qu'il existe déjà des arguments forts pour penser que cette conviction est des plus discutables, et que l'impact de la participation dépendra du degré de l'incertitude opérationnelle qui prévaut. Notre point de vue s'appuie sur une analyse des idées qui émergent conjointement de cinq domaines, à savoir les théories des organisations, la structuration du travail, le management "zéro défaut", le management des facteurs humains et celui des ressources humaines. On met en évidence les conséquences théoriques et pratiques de nos investigations et certaines des pistes à suivre pour approfondir la réflexion.Empowerment is being promoted as a general recipe for enhancing work performance. We argue that there are already strong grounds for suggesting that this universalistic assumption is flawed, and that the effectiveness of empowerment practices will be contingent on the degree of operational uncertainty that prevails. This argument is supported by an analysis of ideas in common emerging from five different areas of inquiry, namely those concerned with organisational theory, work design, total quality management, human factors, and human resource management. We identify the theoretical and practical implications of our analysis, and some of the lines of investigation required to develop the ideas further.

SummaryIn this paper, we seek to account for modest and inconsistent empirical support for a positive relationship between team autonomy and team performance by proposing that team task uncertainty impacts on team performance and moderates the impact of increased autonomy. Task uncertainty is defined in terms of a team's lack of prior knowledge about which operational problems will arise when, and the best way of dealing with them. Results from a longitudinal field study of 17 wastewater treatment teams showed that higher levels of task uncertainty were initially associated with reduced performance, assessed in terms of the quality of treated effluent produced by the teams. An intervention designed to enhance team autonomy led to general improvements in team performance, though moderated by team task uncertainty. Under conditions of enhanced team autonomy, a positive relationship emerged between task uncertainty and team performance.

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This study investigates the role of intellectual capital (i.e., human, social and organization capital)