Poor work design begets poor work design: Capacity and willingness antecedents of individual work design behavior.

Sharon Kaye Parker · Daniela Maria Andrei · Anja Van den Broeck

75 citations0/0 files storedJournal of Applied Psychology

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Job Satisfaction and Organizational Behavior Management Theory and Practice Organizational Management and Change

Abstract

= 218, Study 2), participants scored higher on enriching task allocation and enriching work strategy selection if they had expertise as an industrial/organizational psychologist and if they had high autonomy in their own job. Explicit knowledge about work design predicted lower scores on person-focused strategy selection, and mediated the effects of professional expertise on this outcome. Individuals high in openness values scored higher on enriching work strategy selection, and those high in conservation values scored lower on enriching task allocation. These findings were replicated in Study 3 among working professionals (N = 602). We then showed that openness to change values predicted enriching work strategy selection via the more proximal processes of valence (valuing intrinsic work characteristics) and affect (positive affect when enriching others' work). This article opens up a new area of inquiry: how and why individuals design work for others in the way they do. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

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References

1992Universals in the Content and Structure of Values: Theoretical Advances and Empirical Tests in 20 Countries 2007The Job Demands‐Resources model: state of the art 1979Job Demands, Job Decision Latitude, and Mental Strain: Implications for Job Redesign 1976Motivation through the design of work: test of a theory 1997Beyond pleasure and pain.2011Big data: The next frontier for innovation, competition, and productivity 2007Answering the Call for a Standard Reliability Measure for Coding Data 2012Identifying careless responses in survey data.

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