The study of the design of work has come to occupy a prominent position in organization science over the last decade and a half. Building from the pioneering work of Turner and Lawrence (1965), Hulin and Blood (1968), and Hackman and Lawler (1971), task design researchers have focused considerable attention on task perceptions and the relationships between these perceptions and various affective and behavioral responses. Moreover, task design issues continue to be addressed in the pages of organizational science Journals with a regular frequency. At present, there are two countervailing theoretical perspectives dominating the area. One perspective, which has grown from the research cited above, is usually referred to as the task attributes model. This model suggests that task perceptions and responses are primarily determined by objective facets of the individual's Job (of., Hackman & Oldham, 1976). The alternative perspective, presented by Salancik and Pfeffer (1978), argues that task perceptions and attitudes, are instead socially-constructed realities that evolve from informational cues in the workplace. This perspective is generally called the social information processing model.The purpose of the study reported here was to test the efficacy of each of the two models as well as that of an integrated framework derived from the two divergent perspectives. First, the literature pertaining to each of the two models will be briefly reviewed. The integrated framework will then be described. The results of a complex * * .:Ui *, .

The study of the design of work has come to occupy a prominent position in organization science over the last decade and a half. Building from the pioneering work of Turner and Lawrence (1965), Hulin and Blood (1968), and Hackman and Lawler (1971), task design researchers have focused considerable attention on task perceptions and the relationships between these perceptions and various affective and behavioral responses. Moreover, task design issues continue to be addressed in the pages of organizational science Journals with a regular frequency. At present, there are two countervailing theoretical perspectives dominating the area. One perspective, which has grown from the research cited above, is usually referred to as the task attributes model. This model suggests that task perceptions and responses are primarily determined by objective facets of the individual's Job (of., Hackman & Oldham, 1976). The alternative perspective, presented by Salancik and Pfeffer (1978), argues that task perceptions and attitudes, are instead socially-constructed realities that evolve from informational cues in the workplace. This perspective is generally called the social information processing model.The purpose of the study reported here was to test the efficacy of each of the two models as well as that of an integrated framework derived from the two divergent perspectives. First, the literature pertaining to each of the two models will be briefly reviewed. The integrated framework will then be described. The results of a complex * * .:Ui *, .

Case studies on nine mid-size Chinese organizations were created to establish whether or not the long-recognized principle that increasing environmental uncertainty must be met with organizations adopting organic structural elements still holds true. China offers a unique opportunity for such a test in that no other country has experienced so many changes, so quickly. Four conclusions appear: 1) there is a strong evidence that organic structures are still best for organizations operating in environmental uncertainty; 2) organic structures can be embraced by Chinese organizations; 3) Chinese managers view structural change as an on-going process rather than a one-time event; 4) resistance to structural change is as much a problem in China as it is in the West.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

A contemporary model of increasing employee motivation and satisfaction through job redesign projects is examined through a study of medical technicians. Results indicate that the common use of aggregate measures masks important relationships between the core dimensions and employees' satisfaction and motivation.