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This study seeks to examine whether and how a group of Australian local government workers' perceptions of two relational job characteristics - impact on citizens and contact with citizens - influence the relationship between public service motivation (PSM) and job satisfaction. Government employees who have strong norms about performing public service were found to be more satisfied with their job partly based on the extent to which they perceived that their jobs provided avenues for worthwhile accomplishment through the frequency, magnitude, and scope of job impact. In contrast, the employees' perceptions of the frequency and breadth of contact with the recipients of their service did not significantly influence PSM, or the association between PSM and job satisfaction. Adapted from the source document.

This study seeks to examine whether and how a group of Australian local government workers' perceptions of two relational job characteristics – impact on citizens and contact with citizens – influence the relationship between public service motivation (PSM) and job satisfaction. Government employees who have strong norms about performing public service were found to be more satisfied with their job partly based on the extent to which they perceived that their jobs provided avenues for worthwhile accomplishment through the frequency, magnitude, and scope of job impact. In contrast, the employees' perceptions of the frequency and breadth of contact with the recipients of their service did not significantly influencePSM, or the association betweenPSMand job satisfaction.

1. Introduction to Norway and its industrial relations system -- 2. The start of the cooperation project and other postwar developments in industrial democracy in Norway -- 3. The job design ideas behind the cooperation project -- 4. Evaluation of the cooperation project -- 5. Job redesign one element in the 'package approach' towards industrial democracy -- 6. A broader perspective and conclusions -- References in English -- Non-English references -- Appendix: Examples of shelter agreements.

Explaining patterns of asset ownership is a central goal of both organizational economics and industrial organization. We develop a model of asset ownership in trucking, which we test by examining how the adoption of different classes of on-board computers (OBCs) between 1987 and 1997 influenced whether shippers use their own trucks for hauls or contract with for-hire carriers. We find that OBCs' incentive-improving features pushed hauls toward private carriage, but their resource-allocation-improving features pushed them toward for-hire carriage. We conclude that ownership patterns in trucking reflect the importance of both incomplete contracts and of job design and measurement issues.

This study investigated the reliability and validity of the Job Diagnostic Survey [JDS] using ratings of the job incumbents, their immediate supervisors, and informed nominated coworkers. It also provides a partial test of the Hackman and Oldham (1976) theory of job design using these multiple job ratings. Results show that previously found psychometric addequacy of the JDS and empirical support of the theory using only job incumbents can be generalized to nonincumbent job ratings. However, the magnitude of the relationships declines as one moves from the incumbents' job ratings.

This paper proposes a theoretical model of technology that consists of three elements: workflow predictability, task predictability, and job interdependence. Various configurations of these three elements can be formed into "cells" that describe different technologies. The different modes of managerial control and self-regulation associated with each cell are discussed. The paper then combines the technology model with Hackman and Oldham's model of job redesign to form an integrated technology/job redesign model. Various relationships between technology and job characteristics are explored. A major conclusion develops from this discussion: in order to change the job characteristics that are associated with a target work system, the unavoidable introduction of uncertainty is necessary. The amount of self-regulation and the perceived degree of autonomy are shown to be critical variables that link technology and job redesign principles.

Differences in performance across different locations of a human service program may be driven by client, managerial, organizational, policy, or environmental characteristics. While many of these factors are outside the control of local managers, other factors may be open to influence by local discretion & may have independent effects on performance. One issue facing local managers is how to divide job tasks among frontline staff, but little evidence is available regarding whether job design is related to performance. In this article, I examine the relationships between different casework task configurations & welfare-to-work office performance. Controlling for a number of client & office characteristics, I find that clients' average earnings are higher over a two-year period in offices that primarily use unified case management & in offices with a specialist who develops job opportunities. I find no effects on earnings in offices that use other kinds of specialists & no effects of unified case management or specialists on welfare benefit receipt in the two-year period. Overall, the findings suggest that local managerial decisions regarding job design help explain the variation in performance across offices & suggest a possible lever through which performance can be improved. Tables, Appendixes, References. Adapted from the source document.

Background: There are many variables that affect the organizational commitment of human resources . One of these variables is jobs design because it is related to tasks, duties and responsibilities that are carried out by individuals Objectives: this study aims at determining the relationship between jobs design and its dimensions of the organizational commitment of human resources, in «the National Foundation of paint making in « Sig state of mascara ». sample and the methods: there are 172 permanent employees in the Foundation they were selected through a stratified random sample that amounted or reached 63 employees ; The Data were collected using a questionnaire and interview tool in accordance with the "job design model (Frederick P. Morgeso, Stephen E. Humphrey,2006 ) and organizational commitment model (Meyer and Allen, 1997), The data of study were analysed according to correlation analysis and multiple regression analysis according to the method of Entrée. Results: There was significant statistical correlation between the jobs design and organizational commitment, ( pearson = 0,639 ** / sig=0.000) ;Also , there is a significance effect of job Context (β =0,333) on the organizational commitment.