Some unintended consequences of job design

By G. Johns. 2010

95 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/6eca735da885c004e88eef4f7578427456b1b5c0

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Does job crafting always lead to employee well-being and performance? Meta-analytical evidence on the moderating role of societal culture (2020, methodology): “By this, we advance the understanding of contextual moderators of job design research, following the calls by Gagn e and Bhave (2011) and Johns (2006, 2010).”
Beyond motivation: job and work design for development, health, ambidexterity, and more. (2014, methodology): “Researchers also need to assess the effects of work design at higher levels to identify possible unintended consequences ( Johns 2010), such as team autonomy improving team performance but impairing overall system performance.”
Placing Job Characteristics in Context: Cross-Temporal Meta-Analysis of Changes in Job Characteristics Since 1975 (2018, background): “As levels of enrichment have increased over time, it is possible that modern jobs are overenriched (Johns, 2010).”
The moderating role of social ties on entrepreneurs' depressed affect and withdrawal intentions in response to economic stress (2012, background): “However, before workplace changes are implemented, additional empirical research is needed to ensure that the intended consequences are realized—as small changes in job design may have important (positive and negative) consequences for job-related satisfaction and performance (e.g., Baron, 2010; Joh”
Perceived job autonomy and turnover intention: The moderating role of perceived supervisor support (2013, background): “Although perceived job autonomy is widely recognized to as a positive tenet of work design, there is a lack of research on conditions that may influence the impact of perceived job autonomy on employee outcomes (Johns, 2010 ).”
Organizational identification, work engagement, and job satisfaction (2015, background): “It has been argued that “all jobs have a design that constitutes a context for their incumbents, and that design is embedded in a larger work context” (Johns, 2010).”
When does procedural fairness promote organizational citizenship behavior? Integrating empowering leadership types in relational justice models (2012, background): “In fact, distinguishing employees’ independent action and development has also implications for other literatures in which these concepts play a central role, such as the job design literature (Johns, 2010).”