Work Reorganization in an Era of Restructuring: Trends in Diffusion and Effects on Employee Welfare

By P. Osterman. 2000

762 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Public Administration

View Paper: https://www.semanticscholar.org/paper/042b228ba45350fdd012a49b4270ba33bd4c0761

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In General Health Professions

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Opportunity Counts: Teams and the Effectiveness of Production Incentives (2007, background): “5 Osterman (1994, 2000) estimates that the percent of establishments with more than half of their employees participating in teams or quality circles had grown to 62% of U.S. establishments with over 50 employees by the early 1990s and rose modestly in the mid-1990s.”
Task Rotation and Polychronicity: Effects on Individuals' Creativity (2006, background): “However, employees in many contemporary organizations are no longer assigned single tasks, but instead are asked to complete multiple tasks and to rotate through these tasks on a regular basis (see Gittleman, Horrigan, & Joice, 1998; Lawler, 2000; Malinski, 2002; Ortega, 2001; Osterman, 1994, 2000).”
HR Strategy and competitive advantage in the service sector (2003, background): “While there is ongoing debate over the extent to which HPWSs generate mutually beneficial outcomes (see, for example, Godard 2001a, 2001b; Osterman, 2000; Ramsay et al, 2000), the evidence on the employer side is that there are certain contexts in which such systems are likely to be cost-effective.”
Matching Ethical Work Climate to In-role and Extra-role Behaviors in a Collectivist Work Setting (2008, background): “An individual exhibits normative commitment because he or she believes it is ‘‘right’’ and ‘‘moral’’ to reciprocate this behavior to organizations that exhibit concern for employees as a central organizational value (Osterman, 2000).”
The Adoption of Job Rotation: Testing the Theories (2006, background): “Controls Other work practices, such as self-managed teams, TQM, quality circles, and performance-related pay systems, have been shown to be complementary with job rotation (see Osterman 1994, 2000).”
Causes and Effects of Employee Downsizing: A Review and Synthesis (2010, methodology): “Consistent with Osterman (2000), Iverson and Zatzick (2007) found that firms that make greater use of HCWP are more likely to engage in workforce downsizing.”
Organizational Influences, Public Service Motivation and Work Outcomes: An Australian Study (2008, background): “The literature on task and goal interdependence suggests that jobs can affect the nature and content of employees' relationships with their work colleagues by specifying particular patterns of interaction, cooperation and collaboration (Osterman 1994 ; 2000 ).”
Designing jobs to do good: Dimensions and psychological consequences of prosocial job characteristics (2008, background): “As organizations shift from manufacturing to service economies, jobs are increasingly designed to require interaction with other people (Parker & Wall, 1998) and collaboration in teams (Osterman, 2000).”
Beyond Incentive Pay: Insiders' Estimates of the Value of Complementary Human Resource Management Practices (2003, background): “Osterman (1994, 2000) reports large increases in the use of work teams, job rotation, and other innovative human resource management practices since the early 1980’s based on his surveys of 806 private sector non-agricultural establishments in 1992 and 683 establishments in 1997.2 Rapid growth in…”