The Work Design Questionnaire (WDQ): developing and validating a comprehensive measure for assessing job design and the nature of work.

By F. Morgeson, Stephen E. Humphrey. Journal of Applied Psychology, 2006

2,820 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Radiological and Ultrasound Technology

View Paper: https://www.semanticscholar.org/paper/bc9b4c9a370267361ab1612dabe0aac95115f5ee

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Citations in the corpus

Understanding the Climate-knowledge Sharing Relation: The Moderating Roles of intrinsic Motivation and Job Autonomy (2016, background): “Research on job design focuses on the structure of the employees’ work and its relevant tasks and characteristics (Morgeson & Humphrey, 2006).”
Task Design, Motivation, and Participation in Crowdsourcing Contests (2011, methodology): “In this study, we define contest complexity as the degree of difficulty of performing the necessary tasks inherent in a solution to the contest [50].”
A Role–resource Approach–avoidance Model of Job Crafting: A Multimethod Integration and Extension of Job Crafting Theory (2017, methodology): “Four items each were used to measure job autonomy (a5 .81) and job complexity (a5 .94), selected from Morgeson and Humphrey (2006).”
Automation, Algorithms, and Beyond: Why Work Design Matters More Than Ever in a Digital World (2020, methodology): “In essence, we place work design at the heart of understanding and shaping new technologies because there is a sound body of knowledge on the relationship between work design and individual, team, and organizational outcomes (e.g. Morgeson & Humphrey, 2006; Parker, Morgeson & Johns, 2017).”
My Boss is Morally Disengaged: The Role of Ethical Leadership in Explaining the Interactive Effect of Supervisor and Employee Moral Disengagement on Employee Behaviors (2016, methodology): “This data collection approach has been successfully used in past research (Grant and Mayer 2009; Mawritz et al. 2012; Mayer et al. 2012; Morgeson and Humphrey 2006).”
Designing jobs to do good: Dimensions and psychological consequences of prosocial job characteristics (2008, methodology): “To increase variance in the job characteristics, it was useful to sample multiple jobs (e.g., Morgeson & Humphrey, 2006 ).”
The impact of feedback from job and task autonomy in the relationship between dispositional resistance to change and innovative work behaviour (2013, background): “In this regard, feedback from job might represent a trait-relevant situational cue for those people who are naturally inclined to resist change, as it provides them with critical information about the effectiveness of their performance that can affect subsequent strategies and activities (Morgeson &”
Achieving Effective Remote Working During the COVID‐19 Pandemic: A Work Design Perspective (2020, methodology): “We used the four-item scale adapted from Morgeson and Humphrey (2006) to measure social support whilst working at home.”
Happiness at work. (2010, positive): “Morgeson and Humphrey (2006) have expanded the conceptualization of job characteristics to include not just the ﬁve motivational factors from Hackman and Oldham, but several additional motivational factors, social factors, and work context factors, as shown in Table 2.”
The role of employee engagement in the relationship between job design and task performance, citizenship and deviant behaviours (2013, methodology): “We drew from the Work Design Questionnaire (WDQ; Morgeson and Humphrey 2006) to measure the five facets of job design, namely autonomy, task significance, task identity, feedback from the job and task variety.”
Occupational Future Time Perspective: A Meta-Analysis of Antecedents and Outcomes (2018, background): “Job complexity refers to the extent to which the tasks in a job are complex and challenging (Morgeson & Humphrey, 2006), whereas job autonomy (sometimes referred to as job control) involves “ the degree to which the job provides substantial freedom, independence, and discretion to the individual in…”
A Meta-Analysis of the Interactive, Additive, and Relative Effects of Cognitive Ability and Motivation on Performance (2018, methodology): “To measure job complexity, we used O*NET data regarding two generalized work activities (processing information and analyzing data or information) that reflect the description of job complexity provided by Morgeson and Humphrey (2006).”
Employee justice perceptions and coworker relationships (2008, background): “As jobs have become more broadly defined, and work is increasingly performed collaboratively or in teams ( Morgeson and Humphrey, 2002”