The New Workplace: A Guide to the Human Impact of Modern Working Practices

By Rosemary Batt, Virginia Doellgast. 2003

228 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/f0289bca015ea81ba2f411de1dca23e8d5485390

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management of Technology and Innovation

1. Sharon K. Parker
2. A. van den Broeck
3. David Holman

In Organizational Behavior and Human Resource Management

1. Sharon K. Parker
2. Peter Totterdell
3. David Holman
4. A. van den Broeck
5. Carolyn M. Axtell
6. Adam M. Grant
7. Arnold B. Bakker
8. Marylène Gagné

Citations in the corpus

• What is typical for call centre jobs? Job characteristics, and service interactions in different call centres (2003, unknown): “One speculative explanation could be that in many call centres only the time 334 ZAPF ET AL. spent at the telephone is seen as productive (see the discussion on electronic monitoring in Holman, 2003).”
• Dual processes at work in a call centre: An application of the job demands – resources model (2003, unknown): “…that enable the efficient distribution of incoming calls (or allocation of outgoing calls) to available staff, and permit customer – employee interaction to occur simultaneously with use of display screen equipment and the instant access to, and inputting of, information (Holman, 2003).”
• The Impact of High-Performance Human Resource Practices on Employees’ Attitudes and Behaviors (2013, unknown): “First, the examination of these employee outcomes addresses recent calls in the literature for additional empirical work on more proximal relationships in the HR–performance chain (e.g., Becker & Gerhart, 1996; Takeuchi et al., 2009; Wright & Gardner, 2003).”
• Work design influences: A synthesis of multilevel factors that affect the design of jobs (2017, background): “Other studies similarly reported negative effects for work design of lean production (Delbridge, 2005) and information and communications technologies (ICT) innovations such as enterprise resource planning systems (Bala & Venkatesh, 2013).”
• Enhancing customer service: Perspective taking in a call centre (2007, result): “This approach is contradictory to much work design within call centres where employees’ jobs are often narrowly defined, routine and tightly controlled (Grebner et al., 2003; Holman, 2005; Zapf et al., 2003).”
• Islamic Work Ethic, innovative work behaviour, and adaptive performance: the mediating mechanism and an interacting effect (2017, unknown): “…group or organization of ideas, processes, products or procedures” (West & Farr, 1990, p. 9), which needs high enthusiasm, inspiration, and persistence in work (Luthans et al., 2007; Parker & Axtell, 2001; Parker, Axtell & Turner, 2001; Parker, Williams, & Turner, 2006; Unsworth & Parker, 2003).”