Organisational Innovation, Human Resource Management and Labour Market                 Structure: A Comparison of the EU-15

Lorenz, Edward; Valeyre, Antoine

doi:10.1111/j.1472-9296.2005.00183.x

Cited by 145 publications

(115 citation statements)

References 18 publications

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“…Increasing the organizing tasks of employees and their opportunities to use and develop their professional skills has the strongest relation with employee innovativeness. This is in line with the insights of Lorenz & Valeyre (2005) who differentiated between 'lean organizations' and 'learning organizations'. In both, employees had high levels of autonomy, yet this is combined in the lean organization with monotonous and repetitive jobs which, according to our findings, serve as an obstacle to employee innovativeness for white-collar workers.…”

Section: Conclusion and Discussionsupporting

confidence: 65%

“…One of the predicted outcomes of the introduction of HPWS is an organization that flexibly responds to new environments. Lorenz & Valeyre (2005) characterized this model as an organization with high levels of employee autonomy, task complexity, learning and problem-solving. Assumingly, such 'learning type' organizations stimulate and enable their employees to be innovative and flexible.…”

Section: Introductionmentioning

confidence: 99%

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Job Design and Innovative Work Behavior: One Size Does Not Fit All Types of Employees

Spiegelaere

Gyes²,

Hootegem³

2012

JEMI

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As innovative employees become imperative for an organizations' success, research identified job design as a crucial variable in promoting innovative work behavior (IWB) (Hammond et al., 2011). Using the Job Demands-Resources (JD-R) model of Bakker & Demerouti (2007) Broeck et al., 2010) , this article contributes to the literature as it uses recent insights on the distinction between job challenges and job hindrances (Van den

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Section: Conclusion and Discussionsupporting

confidence: 65%

Section: Introductionmentioning

confidence: 99%

Job Design and Innovative Work Behavior: One Size Does Not Fit All Types of Employees

Spiegelaere

Gyes²,

Hootegem³

2012

JEMI

View full text Add to dashboard Cite

show abstract

“…For example, in Europe, Lorenz and Valeyre (2005) reported that one third of workers had jobs that were deskilled or that involved excessive demands. Significant technological and societal change is also affecting work and organizing, yet we know little about how this change might affect people's work design (Parker, 2014).…”

Section: A Synthesis Of Multi-level Factors That Affect the Design Ofmentioning

confidence: 99%

“…In fact, relatively few studies have directly assessed the influence of national employment policies on work design, although there is some supporting evidence. For example, relative to other countries, European countries with strict employment protection legislation have a higher proportion of high quality work designs (Lorenz & Valeyre, 2005) and are less susceptible to declines in cognitive demand (Eurofound, 2015).…”

Section: National Institutionsmentioning

confidence: 99%

Work Design Influences: A Synthesis of Multilevel Factors that Affect the Design of Jobs

Parker

Broeck

Holman

2017

ANNALS

165

154

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High quality work design is a key determinant of employee well-being, positive work attitudes, and job/organizational performance. Yet many job incumbents continue to experience deskilled and demotivating work. We argue that there is a need to understand better where work designs come from. We review research that investigates the factors that influence work design, noting that this research is only a small fragment of the work design literature. The research base is also rather disparate, spanning distinct theoretical perspectives according to the level of analysis. To help integrate this literature, we use a framework that summarizes the direct and indirect ways in which work design is shaped by the higher-level external context (global/ international, national and occupational factors), the organizational context, the local work context (work group factors), and individual factors. We highlight two key indirect effects: first, factors affect formal decisionmaking processes via influencing managers' work design-related motivation, knowledge, skills, and abilities (KSAs), and opportunities; and second, factors shape informal and emergent work design processes via influencing employees' work design-related motivation, KSAs and opportunities. By reviewing the literature according to this framework, we set the stage for more comprehensive theoretical development and empirical studies on the factors that influence work design. 3Work Design Influences A Synthesis of Multi-Level Factors that Affect The Design of WorkWork design refers to "the content and organization of one's work tasks, activities, relationships, and responsibilities" (Parker, 2014, p. 662). When work is designed so that it has motivating characteristics like job autonomy and social support, as well as reasonable levels of job demands, multiple positive individual and organizational outcomes arise. A vast amount of research shows that work design affects work stress, job satisfaction, performance, absenteeism, accidents, team innovation, company financial revenue, and more (e.g. see the meta analysis by Humphrey, Nahrgang, & Morgeson, 2007).Yet, despite extensive evidence about the benefits of well-designed work, there are still many poorly designed jobs in both advanced and developing economies. For example, in Europe, Lorenz and Valeyre (2005) reported that one third of workers had jobs that were deskilled or that involved excessive demands. Significant technological and societal change is also affecting work and organizing, yet we know little about how this change might affect people's work design (Parker, 2014). Both of these forces -the continued prevalence of poor quality work designs and the vast change occurring in work -highlight the importance of having a comprehensive, evidence-based understanding of the forces that affect work design.Such an understanding is currently lacking. In most theory and research pertaining to the design of jobs, work design is modeled at the start of a causal chain leading to outcomes via intermediary pr...

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“…Standardized work tasks and clear feedback might enable participation, but too strict standardization and goal-setting may also stifle innovative learning (Adler & Borys, 1996;Ellström, 2001). In organizations working with lean production, participation in decision making, employee involvement and opportunities for learning and reflection can be reduced by high performance pressure, precise standards and intensified work pace and demands (Landsbergis, 1999;Parker, 2003;Sprigg & Jackson 2006;Lorenz & Valeyre, 2005).…”

Section: Innovative Learning Climate and Collective Dispersion Of Ideasmentioning

confidence: 99%

Lean production tools and decision latitude enable conditions for innovative learning in organizations: A multilevel analysis

et al. 2015

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The effect of lean production on conditions for learning is debated. This study aimed to investigate how tools inspired by lean production (standardization, resource reduction, visual monitoring, housekeeping, value flow analysis) were associated with an innovative learning climate and with collective dispersion of ideas in organizations, and whether decision latitude contributed to these associations. A questionnaire was sent out to employees in public, private, production and service organizations (n = 4442). Multilevel linear regression analyses were used. Use of lean tools and decision latitude were positively associated with an innovative learning climate and collective dispersion of ideas. A low degree of decision latitude was a modifier in the association to collective dispersion of ideas. Lean tools enable shared understanding and collective spreading of ideas, needed for the development of work processes, especially when decision latitude is low. Value flow analysis played a pivotal role in the associations.

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Organisational Innovation, Human Resource Management and Labour Market Structure: A Comparison of the EU-15

Cited by 145 publications

References 18 publications

Job Design and Innovative Work Behavior: One Size Does Not Fit All Types of Employees

Job Design and Innovative Work Behavior: One Size Does Not Fit All Types of Employees

Work Design Influences: A Synthesis of Multilevel Factors that Affect the Design of Jobs

Lean production tools and decision latitude enable conditions for innovative learning in organizations: A multilevel analysis

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