The case for reinvigorating quality of working life research

Grote, Gudela; Guest, David

doi:10.1177/0018726716654746

Cited by 108 publications

(115 citation statements)

References 79 publications

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“…Two important aspects of job quality in this respect are job autonomy and job variety (Barling, Kelloway, & Iverson, 2003;Grote & Guest, 2016). Job variety reflects the extent to which a job offers a set of tasks that uses the multitude of skills a person has, and as such also requires a certain complexity and unpredictability in job tasks (Grant & Ashford, 2008).…”

Section: Job Quality and Career Initiativementioning

confidence: 99%

Exploring the Relationship Between Job Quality, Performance Management, and Career Initiative: A Two-Level, Two-Actor Study

Veldhoven

Dorenbosch²,

Breugelmans

et al. 2017

Sage Open

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This study examines how job quality and performance management influence career initiative in the workplace. Based on signaling theory and the notion of internal fit in performance management and HRM, we argue that performance management with a learning orientation further enhances career initiative, whereas performance management with a results orientation constrains it. Combining the two performance management types is expected to diminish career initiative. In addition, we expect the positive effect of job quality to be contingent upon the performance management types. A total of 772 employees working in the (public) service industry or manufacturing industry and nested within 53 work units rated their job quality (job variety and job autonomy) as well as career initiative. Line managers from these work units rated the performance management types practiced. Results indicate that job variety and learning-oriented performance management positively relate to career initiative. The positive relationships between learning-orientated performance management, job variety, and career initiative are weakened when line managers simultaneously practice results-oriented performance management. These findings underline the need to focus on how performance management orientations and job quality combine to influence career initiative.

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Section: Job Quality and Career Initiativementioning

confidence: 99%

Exploring the Relationship Between Job Quality, Performance Management, and Career Initiative: A Two-Level, Two-Actor Study

Veldhoven

Dorenbosch²,

Breugelmans

et al. 2017

Sage Open

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“…There is long-standing and continuing interest in psychological well-being and the quality of jobs in work organisations (Grote and Guest 2017;Jones, Haslam, and Haslam 2017). The provision of high quality jobs is seen as a key lever in improving well-being in political circles (All Parliamentary Work Group on Wellbeing Economics 2014) and across a broad range of stakeholders including the general public, trades union officials, employment specialists, managers and students (Daniels et al 2016).…”

Section: Introductionmentioning

confidence: 99%

“…The provision of high quality jobs is seen as a key lever in improving well-being in political circles (All Parliamentary Work Group on Wellbeing Economics 2014) and across a broad range of stakeholders including the general public, trades union officials, employment specialists, managers and students (Daniels et al 2016). Moreover, the design of high quality jobs is relevant to a broad range of occupations (Grote and Guest 2017), and so with modifications to specific contexts where appropriate (e.g. Jones, Haslam, and Haslam 2017), job redesign has the potential to enhance well-being across the working population through improvements to the quality of jobs (Cousins et al 2004).…”

Section: Introductionmentioning

confidence: 99%

Job design, employment practices and well-being: a systematic review of intervention studies

et al. 2017

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There is inconsistent evidence that deliberate attempts to improve job design realise improvements in well-being. We investigated the role of other employment practices, either as instruments for job redesign or as instruments that augment job redesign. Our primary outcome was well-being. Where studies also assessed performance, we considered performance as an outcome. We reviewed 33 intervention studies. We found that well-being and performance may be improved by: training workers to improve their own jobs; training coupled with job redesign; and system wide approaches that simultaneously enhance job design and a range of other employment practices. We found insufficient evidence to make any firm conclusions concerning the effects of training managers in job redesign and that participatory approaches to improving job design have mixed effects. Successful implementation of interventions was associated with worker involvement and engagement with interventions, managerial commitment to interventions and integration of interventions with other organisational systems. Practitioner Summary: Improvements in well-being and performance may be associated with system-wide approaches that simultaneously enhance job design, introduce a range of other employment practices and focus on worker welfare. Training may have a role in initiating job redesign or augmenting the effects of job design on well-being.

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“…Our results extend these findings from the surface (contextual) layer of HRM and question the validity of the rationale behind differences in adoption of HRM as it applies to employee outcomes. More specifically, the evidence favors a universalistic perspective (Huselid, ), where effective skill development and deployment are argued to be fundamental for enhancing intrinsic job quality, employee experience of work, and well‐being at all skill levels (Felstead et al, ; Grote & Guest, ).…”

Section: Discussionmentioning

confidence: 99%

A multilevel examination of skills‐oriented human resource management and perceived skill utilization during recession: Implications for the well‐being of all workers

Okay–Somerville

Scholarios

2018

Human Resource Management

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This article examines whether organizations can enhance employee well‐being by adopting human resource management (HRM) practices strategically targeted to improve skill development and deployment in a recessionary context. Employee skill utilization is proposed as the mediating mechanism between HRM practice and well‐being. The role of workplace skill composition is also examined as a boundary condition within which HRM differentially impacts employee outcomes. Using a nationally representative survey of UK workplaces (Workplace Employment Relations Survey 2011) and matched management and employee data, the analysis focused on organizations that had implemented some recessionary action following the 2008–2009 global financial and economic crisis. The findings show that human capital enhancing HRM and enriched job design positively influenced both job satisfaction and work‐related affective well‐being through increased employee skill utilization. Organizations with predominantly high‐skilled workforces were more likely to adopt these skills‐oriented HRM practices. Nevertheless, the effects of HRM on employee outcomes via skill utilization applied across organizations, regardless of workforce skill composition. The findings demonstrate employee skill utilization as a driver of HRM outcomes and the sustainability of “best practice” HRM arguments across all skill levels, even in the face of recession.

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The case for reinvigorating quality of working life research

Cited by 108 publications

References 79 publications

Exploring the Relationship Between Job Quality, Performance Management, and Career Initiative: A Two-Level, Two-Actor Study

Exploring the Relationship Between Job Quality, Performance Management, and Career Initiative: A Two-Level, Two-Actor Study

Job design, employment practices and well-being: a systematic review of intervention studies

A multilevel examination of skills‐oriented human resource management and perceived skill utilization during recession: Implications for the well‐being of all workers

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