Practice Chapter-Organizational Design and Organizational Development as a Precondition for Good Job Design and High Job Performance

2005 ◽  
pp. 95-111 ◽  
Author(s):  
Oliver Strohm
Keyword(s):  
Job Performance ◽  
Organizational Development ◽  
Organizational Design ◽  
Job Design

Unpacking the combined effects of job scope and supervisor support on in-role performance

2017 ◽  
Vol 36 (9) ◽  
pp. 1170-1179 ◽  
Author(s):  
Rabia Mushtaq ◽  
Usman Raja ◽  
Mohammad Bashir Khan
Keyword(s):  
Social Support ◽  
Job Performance ◽  
Design Research ◽  
Strong Relationship ◽  
Supervisor Support ◽  
Job Design ◽  
Role Performance ◽  
Content Type ◽  
Work Settings ◽  
The Relationship

Purpose The purpose of this paper is to explore how the relationship between job scope and in-role performance is contingent upon the level of social support (i.e. supervisor support) received in the workplace. Design/methodology/approach A total of 640 questionnaires were distributed to employees of Pakistani companies, yielding 328 useable responses for analysis. Regression analysis was used to test for both hypotheses. Findings The results support the role of supervisor support as a moderator in the relationship between in-role performance, a dimension of job performance and job scope. The findings show that a higher job scope would facilitate higher job performance from employees who receive high levels of supervisor support. Practical implications The results provide useful insights for managers and consultants, especially HR professionals involved in job design and redesign. Organizations that encourage high levels of social support can help employees improve their job performance as they foster an environment where employees can get direct assistance and advice from their supervisors. Originality/value This paper makes three key contributions to the literature on job design. First, this inquiry shows that a strong link does exist between job scope and job performance; previous studies have failed to find a strong relationship. Second, it highlights how social context, especially in highly challenging work settings, can shape employees’ proficiencies and behaviors. Third, this paper offers a novel perspective in job design research by incorporating a contextual moderator (i.e. supervisor support).

Performance and Qwl in a Data Entry Task

1987 ◽  
Vol 31 (12) ◽  
pp. 1350-1354
Author(s):  
Paul Cornell
Keyword(s):  
Work Environment ◽  
Physical Environment ◽  
Canonical Correlation ◽  
Organizational Design ◽  
Stepwise Regression ◽  
Data Entry ◽  
Job Design ◽  
Large Set ◽  
Multidimensional Approach ◽  
Multidimensional Model

The effects of the work environment on performance and QWL was examined in bank proof encoding departments. A multidimensional model was proposed and included environmental factors, people factors, and organizational effectiveness. A large set of variables, measuring all aspects of the model, was reduced via stepwise regression and subjected to a canonical correlation, which yielded two variates. Job design and context were strongly linked to QWL, while job and organizational design, and the physical environment were linked to performance. The necessity of a multidimensional approach was supported by the findings. The model proved useful, but only in a limited sense.

AmNet

2020 ◽  
Vol 16 (2) ◽  
pp. 215-226
Author(s):  
Timothy Harper ◽  
Barbara Norelli ◽  
Melanie Brandston ◽  
Mary Taber
Keyword(s):  
Organizational Behavior ◽  
Organizational Development ◽  
Organizational Design ◽  
Organizational Level ◽  
Content Type ◽  
Individual Level ◽  
Mba Students ◽  
Organizational Challenges ◽  
Academic Level ◽  
Level Of Analysis

Purpose Micro organizational behavior – an individual level of analysis (i.e. motivation, personality, attitudes, learning, etc.). Meso organizational behavior – team/group level of analysis (i.e. communication, team dynamics, power, politics, etc.). Macro organizational behavior – an organizational level of analysis (i.e. strategy, structure, culture, control, etc.). Marketplace or external environment (PESTEL analysis). Research methodology The research was conducted by a consultant in the role of a participant-observer. Case overview/synopsis The focus of the case is a disguised nonprofit organization, the American-Netherlands Foundation (AmNet), based in Chicago. The organization faced leadership and organizational challenges related to conflicting strategic and operational priorities among the board of trustees, the president and staff. An unexpected contribution of $750,000 increased the salience of these differences. The case provides students an excellent opportunity to apply their analytical skills and knowledge gained in a management and business course. Complexity academic level Organizational behavior; organizational design; organizational development; and organizational theory. Levels – upper-level undergraduate through first-year MBA students.

Job Design as Part of the Navy Enlisted Personnel Individualized Career System

1979 ◽  
Vol 23 (1) ◽  
pp. 478-482
Author(s):  
Harold E. Price
Keyword(s):  
Job Performance ◽  
Performance Appraisal ◽  
Design Process ◽  
Job Design ◽  
Entry Level ◽  
Enlisted Personnel ◽  
Training Costs ◽  
Third Phase ◽  
Performance Development

The Navy, faced with the prospect of decreasing personnel availability, lower entry-level skills, and increased training costs has decided to develop and evaluate a personnel system concept with innovative technical manuals (Job Performance Aids) as the principal means for obtaining early and productive personnel performance. Significant features of this new concept are: (1) innovative job performance aids (JPA's) to guide minimally trained personnel in productive work, (2) deferred, front-end formal training, and (3) accounting for and individualizing the long-term aspects of the personnel system, such as job structures, career paths, performance appraisal, and advancement. The process of defining JPA-based jobs and integrating them into a total personnel system is referred to as a job design process. Total job design will be accomplished in several phases. First, the tasks necessary to operate and maintain a system will be clustered into work units called positions. A position is comprised of tasks which have some commonality of system factors and are homogenous with respect to personnel skill and knowledge demands. Positions are then arrayed in dependent sequences and ordered according to skill demands. Next, position competency requirements will be determined. A determination will then be made as to how position performance competency can be achieved, particularly through the use of innovative JPA's. The third phase is to combine positions into jobs which meet system performance objectives and result in both productive personnel performance and job satisfaction. The final phase of the job design process is to design career patterns which will provide for increased performance development through utilization of more advanced JPAs, additional job-oriented training, and continual performance assessment and advancement. The eventual product of the EPICS job design process will be a complete personnel system which emphasizes the use of JPA's or technical manuals, includes complementary training, and ensures a complete career potential for individuals who are both motivated and capable of job-oriented performance.

The effect of transglobal leadership and organizational culture on job performance - Inter-employee trust as Moderating Variable

2020 ◽  
Vol 16 (3) ◽  
pp. 319-335
Author(s):  
Bjardianto Pujiono ◽  
Margono Setiawan ◽  
Sumiati ◽  
Risna Wijayanti
Keyword(s):  
Organizational Culture ◽  
Job Performance ◽  
Organizational Development ◽  
Leadership Style ◽  
Police Department ◽  
National Bureau ◽  
Temporary Employees ◽  
Content Type ◽  
Staff Members ◽  
Employee Trust

PurposeThe objective of this study is to analyze the influence of transglobal leadership and organizational culture on job performance with inter-employee trust as a moderating variable in Pusat Pelaporan dan Analisis Transaksi Keuangan (PPATK) Indonesia.Design/methodology/approachThe population was 308 staff members of PPATK, which consists of regular and temporary employees; all of them have different backgrounds. Temporary employees are from the Ministry of Finance, General Attorney, Police Department, Bank of Indonesia, Ministry of Communication and Information and BSSN and National Bureau of Statistics. PPATK also hires some employees based on employment contracts, for example: receptionists, security, drivers, cleaning services and technicians. This group of employees did not participate as respondents in this study because they were not involved in financial transaction reports or analysis.FindingsLeadership style and organizational culture influence job performance. Inter-employee trust is moderating the influence of transglobal leadership and organizational culture toward job performance.Originality/valueIn organizations, the implementation of culture on methods for developing behavior, which means organizational culture, will affect the behavior of individuals who work in the organization. Synergy between individuals and organizational culture will improve job performance, because the goals of organizational culture are applied in a transglobal context, likely to produce positive performance and organizational development outcomes. Facilitate the vision and mission of the organization and one of them is developing human resource competencies.

Expert Systems in a Social Environment—Human Factors Concerns

1986 ◽  
Vol 30 (8) ◽  
pp. 739-743 ◽  
Author(s):  
Olov Ostberg
Keyword(s):  
Job Performance ◽  
Human Factors ◽  
Expert Systems ◽  
Social Environment ◽  
Organizational Design ◽  
Knowledge Engineering ◽  
Work Study ◽  
Intelligent Interfaces ◽  
User Friendly ◽  
Modern Form

There is an abundance of promises for Expert Systems with user-friendly and intelligent interfaces providing cloned expertise for augmented job performance. A closer look reveals that very few systems are in operation, and that there is a serious gap between claims and reality. Basically, “Knowledge Engineering” is a modern form of “Work Study Engineering”, and yet job and organizational design issues are rarely addressed in the literature on designing Expert Systems. This serious gap is discussed.

Formation Fluid Sampling Simulation: The Key to Successful Job Design and Post-Job Performance Evaluation

2019 ◽  
Author(s):  
Morten Kristensen ◽  
Hadrien Dumont ◽  
Tunde Akindipe ◽  
Nikita Chugunov ◽  
German Garcia
Keyword(s):  
Performance Evaluation ◽  
Job Performance ◽  
Job Design ◽  
Fluid Sampling

The Effect of Primary Nursing Job Design Dimensions on Caregiving Technology and Job Performance in Nursing Homes

1994 ◽  
Vol 7 (4) ◽  
pp. 271-281 ◽  
Author(s):  
Andrea Streit ◽  
Diane Brannon
Keyword(s):  
Job Performance ◽  
Design Research ◽  
Long Term Care ◽  
Job Design ◽  
Job Autonomy ◽  
Term Care ◽  
Primary Nursing ◽  
Task Variability ◽  
Technology Perceptions

Primary nursing job design, ie permanent assignment and increased job autonomy and communication, has been suggested as especially appropriate for long-term care. The present study examined its effects on nursing home assistants' (N=248) job performance and technology perceptions. Job design was found to have a significant effect on caregiving technology, even after controlling for individual differences. In particular, increased autonomy was significantly related to increased task variability which suggests that nursing assistants who have more job autonomy provide more customized care. Unexpectedly, increased duration of assignment was significantly related to increased homogeneity of tasks. Suggestions for future job design research in long-term care are made.

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