1. Work Design: “Overarching term to describe the content, structure, and organization of tasks, activities and roles that are performed by individuals and groups in work settings” (p. 7)

2. JCM

3. The Interdisciplinary Approach to Work Design

6. INPUTS (coming from task characteristics)
Autonomy (Positively related to most of the effectiveness indicators!)
Turnover intention, Anxiety, Depression, Role conflict and ambiguity
In an MBA team context,if trust is highlowered performance
Positive other-attributions, Safety, Well-Being
Employee voice behavior, Emotional Exhaustion, Performance?
Feedback from the job
Stress, Anxiety, Role conflict and ambiguity
Positive work attitudes
Less strong correlations for behavioral outcomes (e.g. Absenteeism,turnover,performance)
Skill variety
Increased employee motivation, Engagement, Satisfaction
Less strong correlations for behavioral outcomes
Lack of it is linked to: Burnout, Depression
Task variety
Exposure to mechanical strain
Motivation, Satisfaction, Work overload likelihood
Task significance
Performance
Task identity
Lower-order forms of identification (eventually on higher-order ones as well)
Only modestly related to attitudinal,behavioral and well-being outcomes

7. INPUTS (coming from task characteristics,con’t)
Job complexity
Performance ratings, Job satisfaction, Job involvement, Role overload
Cognitive performance over time
Specialization (s.31?)
Information processing
Temporal horizon
Time pressure negatively linked to: Employee creativity, Stress, Well-being
Physical demands
Likelihood of long-term sickness absence
Error consequences
Willingness to accept accountability and/or Autonomy or Skill variety
If financial costs are associated with errors as wellStrain

8. INPUTS (coming from relational characteristics)
Interdependence
Lower-order forms of identification (eventually on higher-order ones as well)
Encourages learning and skill development – Fosters job embeddedness
Intrinsic work motivation, job satisfaction, organizational commitment
Turnover intention
Participative decision-making
Individual performance, satisfaction (modestly)
Feedback from others/agents
Clarifying role expectations, Self-regulation, Job performance, Job satisfaction
Impact on others
Competence, Self-determination, Social work
Employee motivation, Helping behavior

9. INPUTS (coming from relational characteristics, con’t)
Interpersonal interaction
Turnover intention
Competence, Self-determination, Social work
Positive other-attributions
Social support
Fatigue, Anxiety, Absenteeism, Intention to quit, Role ambiguity and conflict
Intrinsic work motivation, Job satisfaction
Situational accountability
Proactivity, Motivation to perform better, Stress, Likelihood of selfish and politically-motivated behaviors
Emotion display rules
Emotional exhaustion, Burnout (but depending on the strategy!)
Deep actingpersonal accomplishment
Surface actingpersonal accomplishment

10. INPUTS (coming from contextual characteristics)
Physical workplace features
Stress, Satisfaction
Spacial density  Ability to regulate interactions with others, Lateness, Satisfaction, Creativity, Goal achievement
Leadership
Close and direct supervision constraining individual autonomy
High quality leader-follower relationship resulting in more enriched work opportunities
Transformational leadership affecting followers’ perceptions of job characteristics
Technological complexity
Uncertaintyinfo processing demands, task interdependence
Ergonomics
HRM policies&practices
Which roles to be created?
Wide-spread info sharingAvailability of job feedback
Lean production
Just-in-time
Performance monitoring
Temporary employment contracts
Teamworking
Organization structure&design
Size, formalization, centralizatione.g. Degree of control
Virtuality
Identification
Autonomy, Organizational commitment
Relationships with co-workers, Exhaustion, Turnover intention

11. INPUTS (unclassified yet)
Autonomous work groups
Low morale, Negative work attitudes, Coercive and negative employee behaviors
Turnover, Absenteeism
Impact on and contact with beneficiaries
Motivated performance, Helping behaviors, Sense of competence, Self-determination, Social worth
For individuals working in team settings;
Task interdependence
Interpersonal knowledge
Work role autonomy
Self-management knowledge
In the context of service jobs;
Level of contact associated withJob satisfaction, Higher need to regulate display of emotions
Job demands? (s.23)
Intellectual demanding jobs (s.24,33) and emotional demands (s.36)subheadings
Occupational stress and coping
Workload?
Safety
Role clarity

12. MEDIATORS (psychological states)
Knowledge of results
Task, relational and contextual characteristics (Inputs)
Experienced meaningfulness of work
Affects self-evaluations (e.g. Social worth)
Experienced responsibility for work outcomes
Autonomy
AutonomyFlexible role orientationProactive work behaviors, Overall job performance
Intrinsic motivation
Self-determination, Autonomy, Competence (antecedents)
Performance, Psychological well-being (outcomes)
Job engagement
Autonomy, Social support (antecedents)
Health (outcome)
Absence frequency, Turnover intentions (outcomes)
Psychological empowerment
Task characteristics, info sharing, use of teams (inputs)
Job Satisfaction, Organizational commitment, Performance (outcomes)
Role breadth self-efficacy
Self-management efficacy
Pro-social motivation
High intrinsic motivationProsocial motivationPerformance, Productivity
Regulatory focus
Low autonomyPreventive focus vs. High autonomyPromotion focus (brings higher performance and creativity)

13. MEDIATORS (psychological states,con’t)
Goal orientation
Enriched jobsLearning orientationPositive self-regulation, Better training performance and transfer
Prove performance(associated with effort,persistence) orientation  Performance
Avoid performance(associated with withdrawal of effort,distraction) orientation
Jobs high on accountability may promote performance orientations
Role overload
Expanding employer expectations, Interdependence, Responsibility for others (causes)
Increased stress, WIF (results)
Role ambiguity
Dynamic and uncertain environmental contexts
High autonomy and job feedback
Role conflict
Interdependence
Interpersonal trust
Granted autonomysign of trustBehaviors such as more responsiveness, upholding commmitments
Emotional dissonance
Emotion display rulesdissonanceJob satisfaction, stress, emotional exhaustion
Cognitive capacity, Psychological safety, Positive affect
Creativity

14. MEDIATORS (psychological processes)
Proactivity
Autonomy, Uncertainty, Accountability, Complexity, Variability (antecedents)
Performance (outcome)
Adaptive responding
Autonomy, Accountability,ComplexityUtilization of existing knowledge and skills+timely decisions when problems arise
Goal generation and Goal striving
Impacts on motivational statesDifficulty,Temporal horizon, Complexity of selected goals
Via non-motivational pathsEnhance existing knowledge and skills,Development of habits and routines
Active learning
High variety,autonomy and feedbackActive learningKnowledge
Regular interaction with others,gather and process info,analyze and solve problems,act autonomousadditional knowledge&skill
Simple and predictable taskshabitual learning,automatic ways of responding
Relational coordination
Social characteristics of work design (e.g. Interdependence) generates this but there’re moderators e.g. supervisory span of control,coaching and feedback,quality of interpersonal relationships,level and type of task interdependence
Perspective taking
Autonomy and heigthened interactions with suppliersPerspective takingPositive other-attributions
Coping and helping behaviors such as improved customer service (outcome)

15. MEDIATORS (unclassified yet)
Higher autonomy and feedbackgreater sense of cause-effectknowledge and skill
Frequency of contact with beneficiariesknowledge of impactMotivation,Affective Commitment,Performance
Job-related knowledgeeffective performance

16. MODERATORS Higher-order needs group Growth need strength
Complex,challenging and enriched jobs More satisfaction and enjoyment
Need for achievement
Intrinsic motivation, Likes challenging and skillful jobs
If placed in low autonomous,simple and repetitive work  Stress and emotional exhaustion
Need for affiliation
Relational work design characteristics (e.g. interdependence,virtual working)
Personality group
Dispositional affect
As a source of satisfaction, reduces the impact of work characteristics
Internal locus of control
Development of better strategies for dealing with stress in demanding and insecure jobs
Conscientiousness
When lowgreater impact of increased task significance on performance
Proactive personality
Lower strain in jobs that require more demands and autonomy
Higher performance, Satisfaction
Propensity to trust
Preference for working interdependently

17. MODERATORS KSA Cognitive ability, Teamwork knowledge, Social skills
Performance
Values and Attitudes
Prosocial values
Enhance task significance-performance relationship for fundraising callers
Other orientation
Moderates affective reactions to job attributes (e.g. Autonomy)
Weakens enriched jobs-job satisfaction relationship
Cultural values
Decreases relationships btw work design characteristics (e.g. Autonomy,interdependence) – Positive work outcomes
Context dissatisfaction
Weakens work design-intrinsic motivation relationship