03601nam 2200589 a 450 991077912190332120161219111456.00-7619-0419-01-322-41698-21-4522-6467-8(CKB)2550000000105587(EBL)996981(OCoLC)809773715(SSID)ssj0000675707(PQKBManifestationID)12311534(PQKBTitleCode)TC0000675707(PQKBWorkID)10670413(PQKB)11213101(MiAaPQ)EBC996981(OCoLC)1007859024(StDuBDS)EDZ0000085138(EXLCZ)99255000000010558720120516d1998 fy| 0engur|||||||||||txtccrJob and work design[electronic resource] organizing work to promote well-being and effectiveness /Sharon Parker, Toby WallThousand Oaks, [Calif.] ;London SAGEc19981 online resource (xiv, 169 p.) illAdvanced topics in organizational behaviorDescription based upon print version of record.1-4522-3151-6 0-7619-0420-4 Includes bibliographical references (p. 138-156) and indexes.Cover; Half title page; Title page; Copyright page; Contents; Dedication; Preface; Introduction: Setting the Scene; Chapter 1 - Early Job Design Principles, Practice, and Research; Early Intellectual Influences; From Strategy to Tactics; The Diffusion of Job Simplification; Early Research; From Research to Practice; Chapter 2 - The Heyday of Job Design Research, 1950 to 1980; The Two-Factor Theory; The Job Characteristics Model; The Sociotechnical Systems Approach; From Theory to Practice; Chapter 3 - A Critique of Existing Theory and Research; Methodological Issues; Broadening the FocusChapter 4 - Extensions and Complementary Theoretical ApproachesDemand-Control Model of Strain; Action Theory and Job Design; An Interdisciplinary Perspective on Work Design; Models of Group Effectiveness; Chapter 5 - Modern Manufacturing and the Work Design Agenda; Modern Manufacturing Initiatives; Work Design Implications; Chapter 6 - Workplace Transformations and a Workforce in Transition; Information Technology and New Forms of Work; Organizational Transformations; The Changing Composition of the Workforce; Chapter 7 - Redesigning Work (Part 1): Wider Organizational ConsiderationsAligning the Wider Organizational ContextConsidering the Implications for Multiple Stakeholders; Chapter 8 - Redesigning Work (Part 2): Managing the Change Process; The Principle of Participation; Phases in Structured Work Redesign; Methods and Tools to Support Work Redesign; An Effective Change Agent; Unanswered Questions; Chapter 9 - Conclusions; References; Author Index; Subject Index; About the AuthorsExamining recent innovations in manufacturing technologies techniques and philosophies and how these affect work design research and practice, 'Job and Work Design' looks at wider trends and describes possible implications for the whole organization.Advanced topics in organizational behavior.Work designWork design.658.54Parker Sharon1524317Wall Toby D1524318StDuBDSStDuBDSBOOK9910779121903321Job and work design3765094UNINA