The Influence of Employee Participation in Job Redesign

Abstract

Three questions were investigated: (1) Will supervisors and employees focus on the same aspects of job redesign if they are given the same background information? (2) Do employees show the same affective reactions to jobs designed by the supervisor and jobs they design themselves? (3) How does the mode of implementation affect the impact of job changes if identical changes are made? A 212-day simulation of an organization was conducted. Five groups of participants worked with identical job designs on the first day, had their jobs redesigned either by the supervisor, or through employee participation, or by the plant manager, then worked one day in the new jobs. Job changes and affective responses were measured using the Job Diagnostic Survey. Supervisors focused more on vertically loading the jobs, employees were more concerned with social aspects. Satisfaction measures increased more under the participative method. Identical changes were perceived to be "better" by employees who participated in their design.

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