Suchergebnisse

The purpose of this study was to determine the effect of employee participation in job design activities on manufacturing performance and employee attitudes. Nine supervisors were given training in the use of participative job design techniques. As part of this training, each supervisor conducted eight or more group problem-solving sessions with his employees. These groups and a matched control group, which did not use participative methods, were evaluated in terms of output, employee attitudes, and the level of participation. The percentage of favorable job attitudes and the amount of performance improvement were both positively related to level of group participation. Output was increased by 45 and 90%, respectively, in the groups which achieved medium and high levels of employee participation.

AbstractUsing linked employer‐employee data for Finland we examine associations between job design, employee well‐being and job‐related stress. Three key findings stand out. First, in accordance with the theory of Karasek and Karasek and Theorell, job control and supervisory support are positively correlated with employee well‐being and negatively correlated with job‐related stress. Second, as predicted by theory, job demands are positively correlated with job‐related stress. Third, there is no association between job demands and employee well‐being and, contrary to expectations, neither job control nor supervisory support alleviate the negative relationship between job demands and job‐related stress. Our results confirm the importance of job design for employee well‐being.

This paper is concerned with job re‐design in operating systems: the types of change encountered; who advocates change and why; the implications of job changes for the job holders and their supervisors (and ultimately operations managers); and steps which can be taken to overcome or avoid supervisory management alienation. Also, the types of outcome typically emerging after implementation of job revisions.