MINIMIZING TRADEOFFS WHEN REDESIGNING WORK: EVIDENCE FROM A LONGITUDINAL QUASI‐EXPERIMENT

By F. Morgeson, M. Campion. 2002

126 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/4b01f0368be7f3a8fe4656428513d54772201e20

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Customer-Centric Science: Reporting Significant Research Results With Rigor, Relevance, and Practical Impact in Mind (2010, unknown): “For example, researchers have used the values of r¼ .10 as a ‘‘small’’ effect, r¼ .30 as a ‘‘medium’’ effect, and r¼ .50 as a ‘‘large’’ effect (for examples of the use of the small, medium, and large values proposed by Cohen, see Aguinis & Stone-Romero, 1997; Brews & Tucci, 2004; Kim, Hoskisson, & W”
Autonomy in the Workplace: An Essential Ingredient to Employee Engagement and Well-Being in Every Culture (2011, background): “However, more recent research shows that there are ways to design jobs so that they are sound both motivationally and mechanically (Morgeson & Campion, 2002).”
Understanding reactions to job redesign: A quasi-experimental investigation of the moderating effects of organizational context on perceptions of performance behavior. (2006, background): “Morgeson and Campion (2002) also evaluated the impact of a work redesign 1 and 2 years following redesign.”
How job characteristics relate to need satisfaction and autonomous motivation: implications for work effort (2013, unknown): “To attract and retain employees and to enhance their well-being and performance in the workplace, employers must design jobs and work environments in line with people’s needs (Grant, Fried, Parker, & Frese, 2010; Morgeson & Campion, 2002).”
Happiness, Health, or Relationships? Managerial Practices and Employee Well-Being Tradeoffs (2007, background): “Evidence shows that by attending to well-being tradeoffs, managers can redesign tasks in clusters to balance complexity and specialization, and thereby promote both job satisfaction and physical health (Morgeson & Campion, 2002).”
The Work Design Questionnaire (WDQ): developing and validating a comprehensive measure for assessing job design and the nature of work. (2006, methodology): “For example, Campion and McClelland (1991, 1993) and Morgeson and Campion (2002) documented work redesigns that were based, in part, on questionnaire results.”
Job and team design: Toward a more integrative conceptualization of work design (2008, methodology): “…colleagues (Parker, 1998; 2003; Parker, Wall, & Jackson, 1997; Parker, Williams, & Turner, 2006), Morgeson and colleagues (Humphrey et al., 2007; Morgeson & Campion, 2002; Morgeson, Delaney-Klinger, & Hemingway, 2005; Morgeson & Humphrey, 2006; Morgeson, Johnson, Medsker, Campion, & Mumford,…”
Integrating motivational, social, and contextual work design features: a meta-analytic summary and theoretical extension of the work design literature. (2007, background): “For example, specialization has been shown to increase job efficiency (Morgeson & Campion, 2002) and therefore performance.”
Positive employee attitudes: How much human resource management do you need? (2013, background): “Also referred to in the USA as ‘motivational job design’ (Morgeson and Campion, 2002).”
Relational Job Design and the Motivation to Make a Prosocial Difference (2007, background): “…reviews (Parker & Wall, 1998), expanded and interdisciplinary models of job design (Campion & McClelland, 1993; Edwards, Scully, & Brtek, 2000; Morgeson & Campion, 2002; Parker et al., 2001), and theory on necessary evils—tasks that require employees to harm others in the interest of a…”
Job design in temporal context: a career dynamics perspective (2007, background): “The general mechanism assumed to explain these favorable attitudinal reactions to core job characteristics is the experience of stimulation resulting from carrying out complex, challenging, and engaging tasks (e.g., Morgeson & Campion, 2002, 2003).”
Giving Time, Time After Time: Work Design and Sustained Employee Participation in Corporate Volunteering (2012, background): “Jobs with enriched knowledge characteristics provide opportunities to solve problems, process complex information, and acquire, apply, and hone specialized (deep) and varied (broad) skills (Morgeson & Campion, 2002; Morgeson & Humphrey, 2006).”
Designing Motivating Jobs: An Expanded Framework for Linking Work Characteristics and Motivation (2008, background): “Likewise, it has been demonstrated that one can minimize trade-offs in terms of positive motivational effects and negative mechanistic effects when redesigning jobs (Morgeson & Campion, 2002).”