LEADER 03622nam 2200601 a 450 001 9910827941303321 005 20240516221838.0 010 $a0-7619-0419-0 010 $a1-322-41698-2 010 $a1-4522-6467-8 035 $a(CKB)2550000000105587 035 $a(EBL)996981 035 $a(OCoLC)809773715 035 $a(SSID)ssj0000675707 035 $a(PQKBManifestationID)12311534 035 $a(PQKBTitleCode)TC0000675707 035 $a(PQKBWorkID)10670413 035 $a(PQKB)11213101 035 $a(MiAaPQ)EBC996981 035 $a(OCoLC)1007859024 035 $a(StDuBDS)EDZ0000085138 035 $a(EXLCZ)992550000000105587 100 $a20120516d1998 fy| 0 101 0 $aeng 135 $aur||||||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aJob and work design$b[electronic resource] $eorganizing work to promote well-being and effectiveness /$fSharon Parker, Toby Wall 205 $a1st ed. 210 $aThousand Oaks, [Calif.] ;$aLondon $cSAGE$dc1998 215 $a1 online resource (xiv, 169 p.) $cill 225 1 $aAdvanced topics in organizational behavior 300 $aDescription based upon print version of record. 311 $a1-4522-3151-6 311 $a0-7619-0420-4 320 $aIncludes bibliographical references (p. 138-156) and indexes. 327 $aCover; 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 Focus 327 $aChapter 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 Considerations 327 $aAligning 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 Authors 330 8 $aExamining recent innovations in manufacturing technologies techniques and philosophies and how these affect work design research and practice, 'Job and Work Design' looks at wider trends and describes possible implications for the whole organization. 410 0$aAdvanced topics in organizational behavior. 606 $aWork design 615 0$aWork design. 676 $a658.54 700 $aParker$b Sharon$01723408 701 $aWall$b Toby D$01723409 801 0$bStDuBDS 801 1$bStDuBDS 906 $aBOOK 912 $a9910827941303321 996 $aJob and work design$94124627 997 $aUNINA