Too little, too much

Abstract

Not only is multifunctionality regarded as an indispensable design feature of team‐based work, being multifunctional is allegedly beneficial for employees, and it is presumed to increase job satisfaction and commitment. In this article we argue that multifunctionality also has its downsides and propose a framework in which multifunctionality is associated with ineffective utilisation of human resources. We incorporate examples from the empirical literature to depict sources of ineffective utilisation in teams. Depending on the managerial policies in force and the social dynamics within teams, multifunctionality can lead to both underutilisation of skills and overutilisation of capacity (task overload). By drawing on a range of literature, this article gives reason for more scepticism concerning the alleged universal benefits of multifunctionality, and suggests a framework as a starting point for further research.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 25 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.