Future work design research and practice: Towards an elaborated model of work design

By Sharon K. Parker, Toby D. Wall, J. Cordery. 2001

611 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/d6a3f011a4dd846c8bfb99b8f7bd87f870c18a57

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Beyond demand and control: The contribution of organizational risk factors in assessing the psychological well-being of health care employees (2006, result): “Our findings are also in line with recent trends in work conditions models, where it has been suggested that there is more to job stress than demands, control, and social support, although controversy still exists regarding the questions of which and how many variables should be added (Parker et al.”
Focus on opportunities as a mediator of the relationships between age, job complexity, and work performance (2010, positive): “Recently, researchers have called for theoretical extensions of work design models (Parker et al., 2001) and for the incorporation of a temporal dimension into these models (Fried, Grant, Levi, Hadani, & Slowik, 2007).”
Work design influences: A synthesis of multilevel factors that affect the design of jobs (2017, background): “Anegative relationshipbetweenageandemployees’ agentic behavior is, however, not always supported (Hornung et al., 2008; Parker et al., 2001), nor is the assumption that older employees equivocally have jobs of lower intrinsic quality; older employees have also been found to report higher-quality…”
Individual autonomy in work teams: The role of team autonomy, self-efficacy, and social support (2006, neutral): “Group work represents a mainstream theme in industrial and organizational psychology (Campion, Medsker, & Higgs, 1993; Kirkman & Rosen, 1999; Mueller, Procter, & Buchanan, 2000; Parker, Wall, & Cordery, 2001 ).”
How Does the Digital Transformation Affect Organizations? Key Themes of Change in Work Design and Leadership (2018, background): “These technological changes particularly affect the design of work (Barley, 2015), i. e. the way in which employees work in organizations as well as the conditions under which they do so (Parker, Wall, & Cordery, 2001).”
Placing Job Characteristics in Context: Cross-Temporal Meta-Analysis of Changes in Job Characteristics Since 1975 (2018, methodology): “Second, past research has frequently and explicitly proposed changes in the core job characteristics (e.g., Fried et al., 2007, 2008; Morgeson & Campion, 2003; Parker et al., 2001), yet there has been no empirical substantiation of these propositions.”
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).”
Toward Meaningful Engagement: A Framework for Design and Research of Gamified Information Systems (2017, background): “According to the job characteristics model, there are five fundamental characteristics: skill variety, task identity, task significance, autonomy, and feedback (Hackman and Oldham 1976; Parker et al. 2001).9 Task characteristics are also indirectly addressed in the intrinsic motivation literature.”
Job Characteristics and Job Satisfaction: Understanding the Role of Enterprise Resource (2010, background): “…its role in shaping employee perceptions and other job outcomes (e.g., Boudreau and Robey 2005; Brynjolfsson and Hitt 1998; Davenport 2000; Davis and Hufnagel 2007; Galliers and Baetz 1998; Josefek and Kaufmann 2003; Orlikowski 1991, 1993; Parker et al. 2001; Sauer and Yetton 1997; Zuboff 1988).”