Job and team design: Toward a more integrative conceptualization of work design

By F. Morgeson, Stephen E. Humphrey. 2008

273 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/8e78cb5332a7e592928ec7efe59360a72a4cd992

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Team Microdynamics: Toward an Organizing Approach to Teamwork (2014, background): “…have been conducted on structure and composition, with numerous quantitative and qualitative reviews published on the topic (Bell, 2007; Bell, Villado, Lukasik, Belau, & Briggs, 2011; Ilgen et al., 2005; Kozlowski & Ilgen, 2006; Mathieu et al., 2008; Morgeson & Humphrey, 2008; Stewart, 2006).”
The Role of Interdependence in the Micro-Foundations of Organization Design: Task, Goal, and Knowledge Interdependence (2020, background): “When individuals expand their roles, the expectations associated with their repertoire of behaviors reflect a blend of the formal job’s norms and the unique beliefs and preferences of that job’s occupant (Bell & Staw, 1989; Morgeson & Humphrey, 2008).”
Work Motivation: Directing, Energizing, and Maintaining Effort (and Research) (2012, background): “…Design Goals are one important contextual in uence on motivation, but how employees’ jobs are structured also has a substantial impact on their motivation (for reviews, see Fried, Levi, & Laurence, 2008; Grant & Parker, 2009; Morgeson & Humphrey, 2008; Oldham & Hackman, 2010; Parker & Ohly, 2008).”
Work design influences: A synthesis of multilevel factors that affect the design of jobs (2017, background): “…the individual or group might have self-selected or “crafted,” or that have emerged through informal or social processes, such as role expectations from peers (Morgeson & Humphrey, 2008; Parker & Wall, 1998) or idiosyncratic work design “experiments” (e.g., Raveendran, Puranam, & Warglien, 2016).”
Understanding active psychological states: Embedding engagement in a wider nomological net and closer attention to performance (2011, background): “The job design literature also includes intervention and longitudinal change studies that highlight how enriching jobs can lead to active psychological and behavioural outcomes (Parker et al., 2001). Frese, Garst, and Faye’s (2007) four-wave study of reciprocal relations is an excellent example, sho”
Team Member Change, Flux in Coordination, and Performance: Effects of Strategic Core Roles, Information Transfer, and Cognitive Ability (2012, background): “In a simple role, both the connections between team members and how these interdependencies are managed are rather straightforward (Morgeson & Humphrey, 2008).”
Design Your Own Job Through Job Crafting (2014, background): “Although a lot of knowledge has been accumulated regarding the conditions that enhance the success of job redesign approaches (e.g., Morgeson & Humphrey, 2008), there are still mixed findings about their effectiveness.”
Motivating Knowledge Sharing in Knowledge Management Systems (2014, methodology): “This approach has been used by other researchers studying how worker characteristics influence the relationship between work design characteristics and behavioral and organizational outcomes (see Morgeson & Humphrey, 2008).”
A lifespan perspective on job design: Fitting the job and the worker to promote job satisfaction, engagement, and performance (2012, background): “(Morgeson & Humphrey, 2008, p. 47) Earlier conceptualizations of job design were much narrower and focused on relatively limited aspects of the job.”
Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership (2012, methodology): “Finally, my research extends current knowledge about the psychological and performance effects of relational job design, which scholars have identified as a productive direction for future research (Grant & Parker, 2009; Kanfer, 2009; Morgeson & Humphrey, 2008; Oldham & Hackman, 2010).”
Differential effects of task variety and skill variety on burnout and turnover intentions for older and younger workers (2013, unknown): “Moreover, in contrast to other job characteristics, task and skill variety have received relatively less attention in the job design research (Morgeson & Humphrey, 2008), such that they deserve some increased study.”
Beyond motivation: job and work design for development, health, ambidexterity, and more. (2014, methodology): “For example, the elaborated job characteristics model proposed the need to extend the core work characteristics, moderators, outcomes, mechanisms, and antecedents of work design (Parker et al. 2001; see also Morgeson & Humphrey 2008), as discussed below.”
An introduction to contemporary work psychology (2014, background): “Extensive reviews of the job redesign literature are available elsewhere and we do not aim to repeat them here (e.g. Morgeson & Humphrey, 2008; Parker & Ohly, 2008).”