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Developments in work design theory have not kept pace with the changes occurring in the organizational landscape. We propose a theoretical framework that specifies five categories of work design variables that span individual, group and organizational levels of analysis. Specifically, we propose an elaborated model of work design that includes: systematic consideration of antecedents of work characteristics; expansion of the traditional range of work characteristics to include aspects salient to the modern context; extension of the range of outcome variables beyond the existing narrow focus on affective reactions; analysis of the mechanisms, or processes, that explain why work characteristics lead to particular outcomes; and consideration of contingencies that moderate the effects of work characteristics. We argue that the particular choice of work design variables should be guided by theory and an analysis of the organizational context.
Most of us are now well versed in the changes occurring within the organizational landscape. These include greater global competition, new forms of work enabled by information and communications technology, increased service sector work, growth in contingent work, more individualized career paths and the changing composition of the workforce-to name but a few. What does this change mean for the theory and practice of work design? Does it render this well-established topic unimportant?
We argue the reverse. Traditional concerns about job simplification remain clearly on the agenda while new issues arise and assume considerable importance. Flexible forms of work design, such as empowerment, are increasingly appropriate in organizations seeking to compete in turbulent markets. A `war for talent' in many industries places much more attention on creating work that is attractive to the right candidates. In other words, several factors converge to render the topic of work design one of continued and even greater importance.
Our aim in this paper is to identify key issues for work design research and practice, particularly in relation to contemporary and future jobs. To provide the context for the account that follows, we first take a backward glance at work design, and highlight some historical themes and developments (fuller accounts are widely available, e.g. Davis & Taylor, 1972; Parker & Wall, 1998; Rose 1975). We then briefly describe the modern context and some of the key changes occurring in the workplace. Following...