“…Research has found that job design can have a profound impact on employee attitudes and behaviour (Campion, Mumford, Morgeson & Nahrgang, 2005) at both the individual and organisational level (Fried & Ferris, 1987;Humphrey et al, 2007). It is an important determinant of employees' affective commitment (Dunham, Grube & Castañeda, 1994;Raharjo, Solimun & Fernandes, 2018), job satisfaction (Lawler, 1969;Hackman & Oldham, 1974Brass, 1985;Bhuidan & Buklend, 2002;Glisson & Durick, 1988;Fahr, 2011), higher employee motivation (Hackman & Oldham 1974Campion & Thayer, 1987;Humphrey et al, 2007;Cheng & Lu, 2012), increased job performance (Lawler, 1969;Hackman & Oldham, 1974Brass, 1985;Campion & Thayer, 1987), career incentives (Kaarboe & Olsen, 2006), greater involvement and lower absenteeism (Campion & Thayer, 1987;Hackman & Oldham, 1974, lower turnover (Hackman & Oldham, 1974, higher engagement and performance ratings, and enacting more organisational citizenship behaviours and engaging in fewer deviant behaviours (Shantz, Alfes, Truss & Soane, 2013). However, Parker, Wall and Corderly (2001) propose that the collective effects of the core job characteristics on affective responses (satisfaction and motivation) are largely supported in the relevant research, but those for behaviour (i.e., work performance, turnover, and absence) less consistently so.…”