Designing Motivating Jobs: An Expanded Framework for Linking Work Characteristics and Motivation

By Sharon K. Parker, Sandra Ohly. 2008

102 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/ae4918d7d9b53791a5ae6f4ff789858b5dc015cc

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Employee engagement, human resource management practices and competitive advantage (2015, background): “However, employees themselves may also actively change or “craft” the design of their jobs by choosing tasks, negotiating different job content, and by assigning meaning to their tasks or jobs (Parker and Ohly, 2008). Wrzesniewski and Dutton (2001) defined job crafting as the physical and cognitive ”
Burnout and Work Engagement: The JD–R Approach (2014, unknown): “Employees may actively change the design of their jobs by choosing tasks, negotiating different job content, and assigning meaning to their tasks or jobs (Parker & Ohly 2008).”
A meta‐analytic investigation into the moderating effects of situational strength on the conscientiousness–performance relationship (2009, background): “…yet fully understood, some suggest that trait conscientiousness increases performance at least partially through its impact on motivational states (Parker & Ohly, 2008) such as goal setting (Barrick, Mount, & Strauss, 1993; Judge & Ilies, 2002), self-efficacy (Chen, Casper, & Cortina, 2001; Locke…”
Beyond motivation: job and work design for development, health, ambidexterity, and more. (2014, background): “Work designs such as self-managing teams and relational work design likely exert some of their performance effects via identified and integrated motivation, yet such processes have not been explicitly considered (Parker & Ohly 2008).”
Design Your Own Job Through Job Crafting (2014, background): “It has been recently recognized that employees may proactively change the design of their jobs by choosing tasks, negotiating different job content, and assigning meaning to their tasks or jobs (Parker & Ohly, 2008).”
Putting job design in context: Introduction to the special issue (2010, background): “…relevant topics that apply to today’s context, such as designing work to reduce overload (Elsbach & Hargadon, 2006) and support resource allocation (Parker & Ohly, 2008), how technological changes necessitate extending work design research into the home (Rousseau, 1997), job design in the context…”
An introduction to contemporary work psychology (2014, background): “Employees may actively change the design of their jobs by choosing tasks, negotiating a different job content and assigning meaning to their tasks or jobs (Parker & Ohly, 2008).”
Within-Person Fluctuations of Proactive Behavior: How Affect and Experienced Competence Regulate Work Behavior (2012, background): “It is widely acknowledged that both cognitions and affect influence performance (e.g., Lee & Allen, 2002; see also Parker & Ohly, 2008); here we focus on affective variables and experienced competence to explain fluctuations in proactive behaviors.”
The impact of feedback from job and task autonomy in the relationship between dispositional resistance to change and innovative work behaviour (2013, background): “…to their actions—such as a better adaptation to the occurring change—are more predictable under conditions of high rather than low job autonomy (Neves & Caetano, 2006) and that they are bound to depend on their own efforts and personal initiative (Hackman & Oldham, 1976; Parker & Ohly, 2008).”