A circular and dynamic model of the process of job design

By C. Clegg, C. Spencer. 2007

125 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f12723bc91c5014b179edc1355428cfcb5d9e2a3

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Giving Time, Time After Time: Work Design and Sustained Employee Participation in Corporate Volunteering (2012, background): “When jobs lack autonomy, employees have their choices constrained and feel that they are not trusted with the responsibility to make important decisions (Clegg & Spencer, 2007; Grant & Parker, 2009; Hackman & Oldham, 1976).”
Work design influences: A synthesis of multilevel factors that affect the design of jobs (2017, methodology): “Employee competenciesalso spurmanagers to enrich the jobholder’s work design (Clegg & Spencer, 2007).”
Job crafting and meaningful work. (2013, background): “Consistent with these findings, Clegg and Spencer (2007) theorized that employees would be more likely to engage in job crafting when they are performing well and perceived by themselves and others as competent and trustworthy.”
Weekly work engagement and performance: A study among starting teachers (2010, background): “Every working day, employees may use their job resources to reach their workrelated goals (Clegg & Spencer, 2007; Daniels, 2006; Totterdell, Wood, & Wall, 2006), for example, educating students regarding a specific topic in the case of teachers.”
Dynamics of psychological contracts with work engagement and turnover intention: The influence of organizational tenure (2013, background): “Following Clegg and Spencer ( 2007 ), we predict that engaged workers and those who are attached to their organization, put more effort in their jobs, and consequently perceive higher employer obligations compared to those low in engagement and high in turnover intentions.”
Encouraging knowledge sharing among employees: How job design matters (2009, background): “These job characteristics impact employee motivation to share knowledge, albeit in different ways, and eventually affect knowledge-sharing behavior.”