Job design research and theory: Past, present and future

By Greg R. Oldham, Yitzhak Fried. 2016

299 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/6655e40e632600bdafb6ad27358725f7e925abe2

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In Gender Studies

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Effectiveness of job crafting interventions: a meta-analysis and utility analysis (2019, background): “However, classical top-down approaches of job design, such as simplification, standardization, or enrichment, led to mixed results in terms of performance improvement and sometimes even to counter-productive behaviours (Oldham & Fried, 2016).”
Explaining supervisor–subordinate guanxi and subordinate performance through a conservation of resources lens (2019, background): “Second, we respond to the call for additional studies on the antecedents of employee job crafting behaviors (Oldham and Fried, 2016; Wrzesniewski and Dutton, 2001).”
Challenging the Universality of Job Resources: Why, When, and For Whom Are They Beneficial? (2019, background): “…Ferris, 1987; Humphrey, Nahrgang, & Morgeson, 2007) have shown evidence supporting key tenets of Job Characteristics Theory, that is, the five resources show some overlap, are direct predictors of job satisfaction and motivation and are indirect predictors of job performance (Oldham & Fried, 2016).”
How work redesign interventions affect performance: An evidence-based model from a systematic review (2021, background): “Authors of reviews have acknowledged inconsistencies when this broader literature is considered (e.g. Oldham and Fried, 2016; Parker, 2014).”
Job Crafting and Performance: Literature Review and Implications for Human Resource Development (2018, unknown): “However, this approach was criticized because of its counterproductivity (Oldham & Fried, 2016; Parker, Morgeson, & Johns, 2017) and neglect of employees’ motivation (Aktouf, 1992; Taneja, Pryor, & Toombs, 2011; Walker & Guest, 1952).”
How coworkers attribute, react to, and shape job crafting (2019, background): “Job crafting research has been discussed as “some of the most interesting research on job design to emerge in the early 2000s” (Oldham & Fried, 2016, p. 27).”
Does job crafting always lead to employee well-being and performance? Meta-analytical evidence on the moderating role of societal culture (2020, background): “Addressing recent calls (Erez, 2010; Gagn e & Bhave, 2011; Oldham & Fried, 2016), we submit that the effectiveness of job crafting is not uniform across cultural contexts, and that societal culture may moderate the relationships between job crafting and performance outcomes.”