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SummaryLeading theories of job design have neglected to incorporate the important context of time into their premises, hindering these theories' explanatory power and utility. We demonstrate how systematically incorporating the context of time, in relation to the specific example of career dynamics, will improve our understanding of job design. We discuss the contribution of time by examining how career dynamics may influence employees' reactions to stimulating jobs and their propensity to craft more stimulating jobs.

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In a longitudinal field study of a random sample of employees in an organization undergoing major restructuring and downsizing, we investigated the moderating influence of job security on the effect of role clarity on employee performance. The results support our hypothesis. That is, job performance increased over time under higher levels of role clarity. Moreover, this increase in performance was maximized when both role clarity and job security were high, while deterioration in performance was greatest when role clarity was low and job security was high.

We have attempted to explore the inconsistent results in the literature concerning employee reactions to workspace density by examining the simultaneous moderating eVects of job complexity and organizational tenure on the relationship between workspace density and three attitudinal outcomes: organizational commitment, job satisfaction, and co-worker satisfaction. We found the strongest negative relations between density and reactions when job complexity and organizational tenure were high, simultaneously. Theoretical and practical implications of the study are discussed.