Effects of Task Autonomy on Performance: An Extended Model Considering Motivational, Informational, and Structural Mechanisms.

Abstract

A model explaining the relationship between task autonomy and performance is proposed that incorporates 3 different causal mechanisms. The performance benefits of task autonomy may be realized by increased motivation (motivational mechanisms), by capitalization of information asymmetries (informational mechanisms), or by better alignment with task and organizational structures (structural mechanisms). Further, it is proposed that these performance benefits are moderated by a variety of variables ranging from individual traits to organizational design. This model may provide a means for accounting for the sometimes inconsistent findings in the empirical literature exploring the relationship between autonomy and performance. The model also offers guidance in the search for additional boundary conditions as well as prescriptive guidelines for the allocation of autonomy in practice.

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