Integrating motivational, social, and contextual work design features: a meta-analytic summary and theoretical extension of the work design literature.

By Stephen E. Humphrey, J. Nahrgang, F. Morgeson. Journal of Applied Psychology, 2007

2,204 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8b01e47184d18a827781ff2bf31745e0750a1ce3

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Citations in the corpus

High involvement management, high-performance work systems and well-being (2011, background): “We expect that enriched jobs will have positive effects on well-being as they increase personal autonomy; equally, a lack of discretion and limited variety will have negative effects (Fried and Ferris 1987 ; Judge, Thorsen, Bono and Patton 2001 ; Sparks, Faragher and Cooper 2001 ; Humphrey, Nahrg”
Leader–member exchange (LMX), job autonomy, and creative work involvement (2012, background): “…be of special importance among job characteristics for numerous outcomes (e.g., performance, turnover intentions, satisfaction, role conflict, anxiety; cf. for example Humphrey et al., 2007), since job autonomy enables self-determination and meaning (Deci & Ryan, 2000; Niemiec, Ryan, & Deci, 2010).”
Job and team design: Toward a more integrative conceptualization of work design (2008, methodology): “Nonetheless, meta-analytic results (Humphrey et al., 2007) have demonstrated that task significance impacts numerous attitudinal outcomes such as job satisfaction (ρ = .41), organizational commitment (ρ = .44), and work motivation (ρ = .45).”
Giving Time, Time After Time: Work Design and Sustained Employee Participation in Corporate Volunteering (2012, methodology): “In contemporary research, scholars have paid growing attention to the social and knowledge characteristics of work (Humphrey et al., 2007).”
Perceived job autonomy and turnover intention: The moderating role of perceived supervisor support (2013, background): “virtually unrelated to employee turnover intention (Humphrey et al., 2007).”
A lifespan perspective on job design: Fitting the job and the worker to promote job satisfaction, engagement, and performance (2012, background): “There is an increased research emphasis on the social aspects of work because of the trend toward team-oriented organization structures (Grant & Parker, 2009; Humphrey et al., 2007), which raises the importance of interpersonal interactions in one’s job.”
Perceived investment in employee development, intrinsic motivation and work performance (2009, methodology): “Intrinsic motivation was measured by four items from a six-item scale used by Kuvaas (2006b). Because two of the items in the original scale loaded on a separate factor, we developed two additional items (referred to as IM4 and IM6 in the Appendix).”
Job types and job quality in Europe (2013, background): “This highlights the importance of work organization to understanding differences in job quality and employee experiences of work (Humphrey et al., 2007).”