Job design, opportunities for skill utilization, and intrinsic job satisfaction

Morrison, David; Cordery, John; Girardi, Antonia; Payne, Roy

doi:10.1080/13594320444000272

Cited by 109 publications

(112 citation statements)

References 43 publications

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“…The degree to which an employee can utilise their skills on the job typically goes hand in hand with the level of control they have over their tasks (Warr, 1989). For example, when an employee has the freedom to make choices relating to the timing or methods used in their work, it allows them to draw on their existing knowledge as they determine each decision (Morrison, Cordery, Girardi & Payne, 2005). Similar to job control and discretion, which have been identified as facilitators of crafting behaviour (Leana et al, 2009;Wrzesniewski & Dutton, 2001), the degree to which an employee can utilise and develop their skills while working enhances their likelihood to seek opportunities to further enhance their learning capabilities (e.g.…”

Section: Lean Job Design and Job Craftingmentioning

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: Lean Job Design and Job Craftingmentioning

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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“…The WERS-IJS measure has not to our knowledge previously been used but similar measures are encountered in the job satisfaction literature (e.g., Morrison et al 2005). The WERS employee questionnaire contained seven facet satisfaction items and from these four were selected, on the basis of wording, for their similarity to the 'job itself intrinsic satisfaction' subscale of Warr et al (1979).…”

Section: Dependent Variablesmentioning

confidence: 99%

Positive employee attitudes: How much human resource management do you need?

White

Bryson

2013

Human Relations

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We propose a selective view of HRM that is guided by work motivation theory, arguing that one of the means by which firms achieve higher performance is by investing in certain forms of HRM practice that help fulfill intrinsic work values and thereby influence employees' attitudes to their jobs and to the firm in a positive direction. Additionally, an accumulation of complementary practices has important communicative functions that intensify positive employee attitudes. Using nationally representative linked employer-employee data for Britain we investigate the strength and form of the association between the array of practices deployed by the workplace on one hand, and organizational commitment (OC) and intrinsic job satisfaction (IJS) on the other -two types of job attitude that research has shown to be related to a range of performance measures. We find strong evidence that the relationship between employee job attitudes and our measure of HRM is non-linear, rising chiefly at higher levels of HRM. Results are robust to altered composition of the HRM index. Higher OC and IJS emerge at HRM intensity values which are attained by roughly half the British population of workplaces.

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“…The relationship between working conditions and job satisfaction is now thought to be more complicated than has been indicated in the literature (Morrison et al, 2005). Also, further studies with sizeable heterogeneous sample groups (multiple companies with different activities) are necessary to simultaneously incorporate differing independent variables (Schyns & Croon, 2006).…”

Section: Introductionmentioning

confidence: 99%

“…The most frequently studied variables in the literature are psychological demands, influence, and social support (Karasek et al, 1998;Love et al, 2007;Tummers et al, 2002;Schyns & Croon, 2006;Morrison et al, 2005;Hackman & Oldham, 1980). Psychological demands (certain authors have named this "workload") are an indicator of the difficulty of the task in relation to the mental or emotional load, work speed or overload, but does not take into account physical loads, risks or ergonomics.…”

Section: Working Conditionsmentioning

confidence: 99%

“…The psychosocial factors are determined by the specific characteristics of the job (work organization, demands, task content and social aspects) that determine the conditions of the working environment, and have the ability to affect the wellbeing of the worker as much as the progress of the work in hand (Martín García, Luceño Moreno, Jaén Díaz, & Rubio Valdehita, 2007;Tummers et al, 2002). In fact, psychosocial factors are becoming more important as an explanatory variable of worker wellbeing than physical work requirements (Morrison, Cordery, Girardi, & Payne, 2005;Noblet et al, 2005;Shiu & Yu, 2010).…”

Section: Introductionmentioning

confidence: 99%

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Exploring working conditions as determinants of job satisfaction: an empirical test among Catalonia service workers

Marín-García

Bonavía

Losilla

2011

The Service Industries Journal

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Job satisfaction is particularly important in the service industry since it involves direct contact with customers and thus has a direct influence on company performance. We analyzed the impact of ten working conditions on job satisfaction by means of structural equation modelling in a representative stratified random sample of 1553 service sector employees in Catalonia (Spain). We found significant effects in social aspects (recognition of a job well done and social support), followed by psychologica l loads (emotional demands and job insecurity) and by task contents (development & meaning and predictability). These variables explained 50% of the variance in job satisfaction.

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Job design, opportunities for skill utilization, and intrinsic job satisfaction

Cited by 109 publications

References 43 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

Positive employee attitudes: How much human resource management do you need?

Exploring working conditions as determinants of job satisfaction: an empirical test among Catalonia service workers

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