The phenomenon of withdrawal from work has been the subject of numerous research studies, many of which have produced conflicting results. The variety of disciplines which have…
Abstract
The phenomenon of withdrawal from work has been the subject of numerous research studies, many of which have produced conflicting results. The variety of disciplines which have contributed to these studies has resulted in the lack of a common conceptual framework which makes it difficult to compare and assess their results. This paper suggests a conceptual framework within which future studies could be set. The dissonance model which is developed permits the inclusion of factors which previous studies have shown to be associated with withdrawal from work, irrespective of the disciplines from which they originated. The model is partially tested among 109 women manual workers, and the results suggest that it provides a useful conceptual framework for use in future studies.
The relationship between workers' attitudes and withdrawal from work (by absence and/or voluntary termination) has been the subject of innumerable studies over the past 60 years…
Abstract
The relationship between workers' attitudes and withdrawal from work (by absence and/or voluntary termination) has been the subject of innumerable studies over the past 60 years. Despite the often‐conflicting results, a review of these studies concluded that workers' attitudes are a significant factor in withdrawal from work. A recent study of women manual workers showed that two groups of attitudes seemed to be associated with absence and/or voluntary termination from work.
This article arises from the use of case studies on several business studies courses at The Hatfield Polytechnic between 1974 and 1981. It gives an account of how case studies…
Abstract
This article arises from the use of case studies on several business studies courses at The Hatfield Polytechnic between 1974 and 1981. It gives an account of how case studies were used, gives examples of case material used (Appendices), and describes some of the problems encountered by the staff and students concerned.
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of…
Abstract
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.
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Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover…
Abstract
Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.
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Margaret Moussa, Mathew Bright and Maria Estela Varua
The purpose of this paper is to examine the suitability of job and work design theory for investigating knowledge workers’ productivity. The review is a response to recommendation…
Abstract
Purpose
The purpose of this paper is to examine the suitability of job and work design theory for investigating knowledge workers’ productivity. The review is a response to recommendation and adoption of the motivational human resource management approach by a number of knowledge management researchers. The authors show that the existing literature on this topic overlooks key criticisms of HRM job and work design theory itself. The authors suggest modifications.
Design/methodology/approach
The paper proceeds by outlining knowledge management researchers’ arguments rejecting the application of traditional measurement approaches to investigating knowledge workers’ productivity. The review develops to examine the various arguments for adopting work design theory and considers the key contributions and critiques in this field. Drawing on the insights of key HRM work design critics, the paper concludes by offering suggestions for a model suitable for examining the drivers of knowledge work productivity in process.
Findings
The principle finding is that Morgeson and Humphrey’s (2006) Work Design Questionnaire (WDQ) stand as the most conceptually consistent and methodologically considered human resource management work design theory. However, this model must itself be modified to include a category of organizational contextual work characteristics. For application to the filed of knowledge management, WDQ must also be expanded to include knowledge sharing, role breadth self-efficacy and employee well-being as key work design mediators and outcomes.
Research limitations/implications
Greater consideration needs to be given to the distinction between knowledge sharing as a work design mediator and as a work design outcome. Morgeson and Humphrey themselves note that the “common method variance” problems arising in psychometric research have been reduced but not completely eliminated from their model.
Practical implications
Survey instruments based on the recommended model potentially provide a valuable means for understanding and enhancing productivity in a variety of knowledge intensive service industries. The pronounced benefit of this model is that it is applicable in cross-industry and cross-occupational contexts, unlike many existing knowledge worker productivity models. This is an advantage, given the centrality of the inter-connectivity of different types of activities and industries in knowledge work.
Social implications
Work design prioritizes employee motivation and support and links this to the quality of work and the well-being of clients. The benefits of well-designed knowledge work extend well beyond the generation of specific innovations and macroeconomic productivity improvements.
Originality/value
Job design and work design theory have been applied in the field of knowledge management. However, the applications have largely overlooked key critiques of the established models in the human resource management literature. The paper fills this gap. Its original suggestions for modifying Moregeson and Humphry’s (2006) WDQ reflect the authors’ in-depth analysis of the literature.
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MARGARET C. PASTOR and DAVID A. ERLANDSON
It was the purpose of this study to identify areas of teacher motivation by determining teacher needs and their relationship to job satisfaction. This objective was pursued by…
Abstract
It was the purpose of this study to identify areas of teacher motivation by determining teacher needs and their relationship to job satisfaction. This objective was pursued by applying the concept of higher and lower order need strength to secondary public school teachers. This concept was first developed and applied in business administration as a means of measuring worker motivation. It is based on the assumption that a match between the needs experienced by the individual and the needs fulfilled by the job bring greater job satisfaction and thus an increase in job productivity. While a predominance of higher order needs in secondary school teachers was found, the correlation of need strength and job satisfaction varied by school district. Apparently teaching in some schools is more satisfying to teachers with lower order needs while teaching in other schools is more satisfying to teachers with higher order needs.
Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).
Resilience is the ability to snap back after experiencing trauma, and is increasingly important for leaders in today’s complex, global world. Resilience can be learned, which is a…
Abstract
Resilience is the ability to snap back after experiencing trauma, and is increasingly important for leaders in today’s complex, global world. Resilience can be learned, which is a great news for leaders wanting to sustain through tough times. When adversity arises, resilience becomes the tool to help us grow stronger. Unfortunately, most organizations do not purposefully design themselves to foster a resilient workplace, leaving leaders to do this work on their own. By not investing in building resilience in employees, organizations are missing an important way to differentiate themselves from the competition. Workplaces that build resilience into their practices, culture, and development benefit from employees who sustain, even thrive, through complex change and market shifts.
This chapter explores how the habit of “stealing time” can build stronger, more resilient leaders, in adverse times. We will also discuss how reshaping our own mindset makes us stronger and ready to tackle daily challenges. Then we focus on spiritual, emotional, physical, and mental components of resilience. By increasing our resilience, we also gain a sense of cognitive freedom – a sense of empowered problem-solving and creativity – that can be a positive and contagious force throughout our teams and organizations. Finally, we focus on the organizational “streams” of resilience, which allow organizations to build greater resilience capacities at all levels. By using classic organizational design principles, we begin to see how we can help everyone live and work more fully and with more vigor.