1272:– Characteristics such as age, gender, and ethnicity can shape work design decisions. The more these attributes signal assumptions that the employee is competent and trustworthy, the more managers will be motivated to make role adjustments to improve work design. Additionally, there is evidence that demographic characteristics can affect the work design decision of employees. For example, older workers may be discouraged to renegotiate their work designs due to discriminatory attitudes in the workplace. Gender and ethnicity can make some workers more vulnerable to low-quality work designs, with data showing that female workers have less autonomy, fewer development opportunities, and reduced career possibilities. Evidence also suggests that migrant workers often have less enriched work designs compared to non-migrant workers.
1316:– Organizations are subject to the economic, cultural, and institutional context of the country they operate in. Work designs in economies with a relatively high GDP and low employment typically have lower workloads and higher job resources (e.g. autonomy, skill variety, challenge) due to higher investment in practices aimed at attracting and retaining employees. Additionally, some have argued that national culture shapes individual preferences for particular working conditions. For example, managers and employees from cultures with a preference for structure and formal rules might prefer work designs which are clearly defined. Finally, national institutions such as
961:
1249:. These proximal processes apply to decision making in both people in formal positions of authority (i.e. managers) as well as individual employees. With respect to motivation, managers' decisions could be shaped by autonomous motivation (e.g. the desire the retain employees) or controlled motivation (e.g. reducing staffing costs). In terms of KSAs, managers' knowledge about work design options and their skills to engage employees in the decision making process may shape their decisions. It is believed that these same processes apply to employees' work design-related actions and decisions.
1194:. The JDS consists of seven scales measuring variety, autonomy, task identity, significance, job feedback, feedback from others, and dealing with others. Prior to the development of viable alternatives, the JDS was the most commonly used job design measure. However, some authors have criticised its focus on a narrow set of motivational characteristics and neglect of other important work characteristics. Additionally, the psychometric properties of the JDS have been brought into question, including a low internal consistency and problems with the factor structure.
1310:. While there is little empirical work on the direct effects of these factors, some have argued that globalization has increased the perceived threat of competition and job insecurity, leading to increased expectations about working harder. Additionally, increased access to new suppliers in other countries, especially developing countries, has increased the potential for organizations to influence work design in these countries. Evidence has shown that cost pressures on suppliers are linked to poor work designs, such as high workloads and physical demands.
1119:(i.e. the desire to help or benefit others). Rather than focusing on the characteristics of tasks which make up jobs, relational work design is concerned with the 'relational architecture' of the workplace that influences workers' interpersonal relationships and connections with beneficiaries of the work. In this context, beneficiaries refer to the people whom the worker believes are affected by his or her work. An employer can design the relational architecture of the workplace as a means of motivating workers to care about making a prosocial difference.
1326:– Occupations shape the distribution of tasks as well as the influence of skills used in completing those tasks, both of which are key to work design. Additionally, occupations tend to encourage and reinforce particular values, which may or may not be congruent with the values of individual workers. For example, occupations which value independence (e.g. police detectives) are likely to reward actions which demonstrate initiative and creativity, giving rise to job characteristics such as autonomy and variety.
1260:, in this context, refers to the uncontrollable forces surrounding an individual that enable or constrain the individuals task performance. Regardless of an individual's motivation or KSAs regarding a particular work design-related decision, that individual can only implement change if they have the opportunity to do so. For example, if a manager lacks the power to mobilise necessary resources, perhaps due to a rigid organizational hierarchy, their work design-related actions would be constrained.
744:
1079:
38:
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responsibilities in an organization, the ability to evaluate his or her capabilities in the organization increases. By design, it is intended to enhance motivation, develop workers' outlook, increase productivity, improve the organization's performance on various levels by its multi-skilled workers, and provides new opportunities to improve the attitude, thought, capabilities and skills of workers.
1135:– This refers to opportunities for employees to communicate and interact with the people who benefit from their work. Increased interaction with clients will result in employees will become more emotionally engaged "as a result of first-hand exposure to their actions affecting a living, breathing human being" (p. 307). Thus, increasing job contact results in higher prosocial motivation.
778:(sometimes referred to as Taylorism). Taylor argued that jobs should be broken down into the smallest possible parts and managers should specify the one best way that these tasks should be carried out. Additionally, Taylor believed that maximum efficiency could only be achieved when managers were responsible for planning work while workers were responsible for performing tasks.
1152:, draws on the findings of a diverse body of research which shows that certain job characteristics (e.g. high demands and control, autonomy, complex work with low supervision) can promote learning and development in workers. Parker argues that work design can not only shape cognitive, identity, and moral processes, but also speed up an individual's learning and development.
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582:
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and responsibilities. In addition to work design arising from formal decision-making, work design can also be created through emergent, informal, and social processes (e.g. role expectations from peers). Usually, these types of processes arise from the actions and decisions of employees, meaning employees have a certain degree of agency in shaping their own work designs.
1173:
are protected by limited liability. In this framework, researchers have studied whether tasks that are in direct conflict with each other (for instance, selling products that are imperfect substitutes) should be delegated to the same agent or to different agents. The optimal task assignment depends on whether the tasks are to be performed simultaneously or sequentially.
1332:– According to strategic human resource management theory (SHRM), a key task for managers is to adopt HR practices which are internally consistent with the strategic objectives of the organization. For example, if an organization's strategy is to gain competitive advantage by minimizing costs, managers may be motivated to adopt work designs based on
1336:(i.e. low training and induction costs to allow low-skill and low-paid workers to be employed). In contrast, managers working for an organization that aims to gain competitive advantage through quality and innovation may be motivated to provide employees with opportunities to use specialist knowledge and skills, resulting in enriched work designs.
789:. In Ford's assembly lines, each worker was assigned a specific set of tasks, standing stationary while a mechanical conveyor belt brought the assemblies to the worker. While the assembly line made it possible to manufacture complex products at a fast rate, the jobs were extremely repetitive and workers were almost tied to the line.
1066:, and compromised physical health. Additionally, the model suggests that high levels of job control can buffer or reduce the adverse health effects of high job demands. Instead, this high decision latitude can lead to feelings of mastery and confidence, which in turn aid the individual in coping with further job demands.
1475:
is seen as a form of counter-role behavior in that it is about resistance to defective work procedures, such as inaccurate job descriptions and dysfunctional expectations. This may involves acting against the norms of the organization with the end goal of making corrections to procedures. It has been
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model. Some of the tasks are easier to measure than other tasks, so one can study which tasks should be bundled together. While the original model was focused on the incentives versus insurance trade-off when agents are risk-averse, subsequent work has also studied the case of risk-neutral agents who
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with the intention of improving the situation rather than merely criticizing. This can be as simple as suggesting more effective ways of doing things within the organization. When individuals stand up and express innovating ideas, the organization may benefit from these fresh perspectives. Voice may
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Decisions about the organization of work are typically made by those in positions of formal authority, such as executives, managers, and team leaders. These decisions, which usually regard the division of labor and the integration of effort, create work designs in which employees have assigned tasks
1219:
was developed by
Morgeson and Humphrey in 2006 as a comprehensive and integrative work design measure which addresses the inadequacies of its predecessors. The WDQ focuses not only on the tasks that make up a person's job, but also the relations between workers and the broader environment. The WDQ
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was introduced as a theoretical extension to the job demands-control model, and recognizes that other features of work in addition to control and support might serve as resources to counter job demands. The authors of the job demands-resources model argued that previous models of employee well-being
930:
The central proposition of job characteristics theory - that is, that work characteristics affect attitudinal outcomes - is well established by meta analysis. However, some have criticized the use of job incumbents' perceptions to assess job characteristics, arguing that individuals' perceptions are
1534:
refers to self-starting behaviours by an employee that are consistent with the mission of the organization, has a long term focus, are goal directed and action oriented, and are persistent in the face of difficulty. Additionally, these behaviours typically go beyond what is required of the employee
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which refers to individualized work arrangements negotiated proactively by an employee with their employer. The most common forms of i-deals are flexible working hours and opportunities for personal development. However, also other forms of
Idiosyncratic deals are known from previous research, such
1206:
was developed by
Michael Campion in 1988 to assess what were, at the time, the main interdisciplinary approaches to work design (i.e. motivational, mechanistic, biological, perceptual motor). Intended to address the weaknesses of the JDS, the MJDQ suffered from both measurement problems and gaps in
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as task and work responsibilities, workload reduction, location flexibility, and financial
Incentives These arrangements may be put in place because an employer values the negotiating employee, and by granting the i-deal the likelihood of retaining the employee is increased. This can be seen as a
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as the process of allowing individual workers to determine their own pace (within limits), to serve as their own inspectors by giving them responsibility for quality control, to repair their own mistakes, to be responsible for their own machine set-up and repair, and to attain choice of method. By
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The job demands-control model is widely regarded as a classic work design theory, spurring large amounts of research. However, the model has been criticized for its focus on a narrow set of work characteristics. Additionally, while strong support has been found for the negative effects of high job
1447:
can be defined as the proactive changing the boundaries and conditions of the tasks, relationships, and meaning of a job. These changes are not negotiated with the employer and may not even be noticed by the manager. Job crafting behaviours have been found to lead to a variety of positive work
979:
approach which proposes that the technical and social aspects of work should be jointly optimized when designing work. This contrasts with traditional methods that prioritize the technical component and then 'fit' people into it, often resulting in mediocre performance at a high social cost.
890:– The degree to which a job involves a variety of activities, requiring the worker to develop a variety of skills and talents. Workers are more likely to have a more positive experience in jobs that require several different skills and abilities than when the jobs are elementary and routine.
1463:
redefines a work role by changing the mission or practice of the role. When work roles are defined by organizations they do not always adequately address the problems faced by the profession. When employees notice this, they can attempt to redefine the role through innovation, improving the
1379:
is a job design process by which employee roles are rotated in order to promote flexibility and tenure in the working environment. Through job rotation, employees laterally mobilize and serve their tasks in different organizational levels; when an individual experiences different posts and
1278:– Karasek and Theorell propose that enriched work designs create a self-perpetuating spiral by which the promotion of learning builds employees' mastery and competence, which in turn enables employees to take on more challenging tasks and responsibilities, generating further learning.
896:– The degree to which the job requires completion of a whole and identifiable piece of work with a clear outcome. Workers are more likely have a more positive experience in a job when they are involved in the entire process rather than just being responsible for a part of the work.
1420:
increases the employees' autonomy over the planning and execution of their own work, leading to self-assigned responsibility. Because of this, job enrichment has the same motivational advantages of job enlargement, however it has the added benefit of granting workers autonomy.
1288:
traits and stable individual differences such as motivation and initiative can affect both managerial and individual work design-related decision making. For example, personality traits may affect who managers select for particular jobs as well as an employee's choice of
1100:"have been restricted to a given and limited set of predictor variables that may not be relevant for all job positions" (p. 309). Examples of the resources identified in this model include career opportunities, participation in decision making, and social support.
912:– The degree to which the job provides the employee with significant freedom, independence, and discretion to plan out the work and determine the procedures in the job. For jobs with a high level of autonomy, the outcomes of the work depend on the workers' own efforts,
694:
is typically defined as an aggregation of tasks assigned to individual. However, in addition to executing assigned technical tasks, people at work often engage in a variety of emergent, social, and self-initiated activities. Some researchers have argued that the term
987:
One of the key principles of sociotechnical system design is that overall productivity is directly related to the system's accurate analysis of the social and technical needs. Accurate analysis of these needs typically results in the following work characteristics:
1350:
literature, some authors argue that key characteristics of work groups (i.e. composition, interdependence, autonomy, and leadership) can influence the work design of individual team members, although it is acknowledged that evidence on this particular topic is
1129:– This refers to the perception that one's work has a positive impact on the lives and well-being of others. A visible, positive impact of the job provides employees with a feeling that their tasks matter, which in turn results in higher prosocial motivation.
1476:
noted that task revision rarely occurs in work settings as this type of resistance is often seen as inappropriate by managers and employees alike. However, a work environment which is supportive of deviation from social norms could facilitate task revision.
1493:
be particularly important in organizations where change and innovation is necessary for survival. While the individual employee does not immediately benefit from this expression, successful innovations may lead to improved performance appraisals.
808:
known as job design, and more recently work design, emerged. Empirical work in the field flourished from the 1960s, and has become ever more relevant with modern technological developments that have changed the fundamental nature of work, such as
926:. When workers receive clear, actionable information about their work performance, they have better overall knowledge of the effect of their work activities, and what specific actions they need to take (if any) to improve their productivity.
643:, and is concerned with the "content and organization of one's work tasks, activities, relationships, and responsibilities" (p. 662). Research has demonstrated that work design has important implications for individual employees (e.g.,
946:). Although Herzberg's theory was largely discredited, the idea that intrinsic job factors impact motivation sparked an interest in the ways in which jobs could be enriched which culminated in the job characteristics model.
1115:, which builds on the foundations laid by Hackman & Oldham's (1976) job characteristics model. The core thesis of relational work design is that the work context shapes workers' motivations to care about making a
4308:
Asensio-Cuesta, S.; Diego-Mas, J.A.; Cremades-Oliver, L.V.; González-Cruz, M.C. (15 December 2012). "A method to design job rotation schedules to prevent work-related musculoskeletal disorders in repetitive work".
916:, and decisions; rather than on the instructions from a manager or a manual of job procedures. In such cases, the jobholders experience greater personal responsibility for their own successes and failures at work.
934:
Job characteristics theory has been described as the logical conclusion of efforts to understand how work can satisfy basic human needs. The development of the job characteristics model was largely stimulated by
902:– The degree to which a job has a substantial impact on the lives or work of others. Workers are more likely have a more positive experience in a job that substantially improves either psychological or physical
751:
Interest in the question of what makes good work was largely initiated during the industrial revolution, when machine-operated work in large factories replaced smaller, craft-based industries. In 1776,
781:
Scientific management became highly influential during the early 20th century, as the narrow tasks reduced training times and allowed less skilled and therefore cheaper labor to be employed. In 1910,
1058:) combined with high workloads (i.e. job demands) can lead to poorer physical and mental health. For example, high pressure and demands at work may lead to a range of negative outcomes such as
968:. Buurtzorg relies on self-managed teams of nurses to take responsibility for a given neighbourhood of patients, and is internationally recognised for its highly satisfied workforce.
792:
Researchers began to observe that simplified jobs were negatively affecting employees' mental and physical health, while other negative consequences for organizations such as
1425:
viewed job enrichment as 'vertical job loading' because it also includes tasks formerly performed by someone at a higher level where planning and control are involved.
3521:
Fernández Ríos, Manuel; Ramírez Vielma, Raúl G.; Sánchez García, José Carlos; Bargsted
Aravena, Mariana; Polo Vargas, Jean David; Ruiz Díaz, Miguel Ángel (2017).
715:
has been increasingly used to capture this broader perspective. Additionally, deliberate interventions aimed at altering work design are sometimes referred to as
859:
is generally considered to be the dominant motivational theory of work design. The model identifies five core job characteristics that affect five work-related
2166:"Integrating motivational, social, and contextual work design features: A meta-analytic summary and theoretical extension of the work design literature"
1403:
referred to the addition of interrelated tasks as 'horizontal job loading,' or, in other words, widening the breadth of an employee's responsibilities.
995:– Work design should be precise about what has to be done, but not how to do it. The use of rules, policies and procedures should be kept to a minimum.
4743:
1714:
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is widely recognised as a stressful, emotionally trying, and dangerous occupation. This may be because the job demands of police officers (e.g.,
1237:
In accordance with the ability-motivation-opportunity model of behaviour, the work design-related decisions of individuals are shaped by their
1399:
working in a larger scope, as Hulin and Blood state, workers are pushed to adapting new tactics, techniques, and methodologies on their own.
1013:– Interdependent roles should fall within the same departmental boundaries, usually drawn on the basis of technology, territory, and/or time.
766:, which states that dividing production processes into different stages would enable workers to focus on specific tasks, increasing overall
980:
Application of sociotechnical theory has typically focused on group rather than individual work design, and is responsible for the rise of
612:
1070:
demands, some researchers have argued that the buffering effect of high job control on the negative effects of demand is less convincing.
847:
work is often characterised by restricted working conditions such as low autonomy, low task variety, and short task cycles. Consequently,
3568:
S., Stegmann; van Dick, R.; Ullrich, J.; Charalambous, J.; Menzel, B.; Egold, N.; Wu, T. T. C. (2010). "Der Work Design
Questionnaire".
3465:"The Work Design Questionnaire (WDQ): Developing and validating a comprehensive measure for assessing job design and the nature of work"
3004:
Holmstrom, Bengt; Milgrom, Paul (1991). "Multitask
Principal-Agent Analyses: Incentive Contracts, Asset Ownership, and Job Design".
1560:
805:
640:
322:
3595:
Zaniboni, S.; Truxillo, D. M.; Fraccaroli, F. (2013). "Validation of the
Italian version of the Work Design Questionnaire (WDQ)".
1019:– Information systems should provide information at the point of problem solving rather than being based on hierarchical channels.
1089:, role ambiguity, role overload) outweigh the job resources available (e.g., input into decision making, organizational support).
549:
883:) through three psychological states (i.e. experienced meaningfulness, experienced responsibility, and knowledge of results):
4096:
2569:
2533:
2384:
1829:
4686:"Matching the Pieces: The Presence of Idiosyncratic Deals and Their Impact on Retirement Preferences Among Older Workers"
4758:
2451:"Linking job demands and resources to employee engagement and burnout: A theoretical extension and meta-analytic test"
4259:
1007:– A work system will be more flexible and adaptive if each member of the system is skilled in more than one function.
4157:
Cagliano, Raffaella; Caniato, Federico; Golini, Ruggero; Longoni, Annachiara; Micelotta, Evelyn (22 February 2011).
4768:
1245:
605:
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1320:, national employment policies, and training systems policies may have direct or indirect effects on work design.
4748:
3423:"The Measurement of Work: Hierachical [sic] Representation of the Multimethod Job Design Questionnaire"
1595:
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524:
352:
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de Lange, Annet H.; Taris, Toon W.; Kompier, Michiel A. J.; Houtman, Irene L. D.; Bongers, Paulien M. (2003).
2090:
Hackman, J.Richard; Oldham, Greg R. (August 1976). "Motivation through the design of work: test of a theory".
1190:
was developed by
Hackman and Oldham in 1975 to assess perceptions of the core job characteristics outlined in
4384:
HULIN, CHARLES L.; BLOOD, MILTON R. (1968). "Job enlargement, individual differences, and worker responses".
1965:
1220:
has since been translated into several languages other than
English, including German, Italian, and Spanish.
554:
121:
4029:"The Effect of Globalization on Employee Psychological Health and Job Satisfaction in Malaysian Workplaces"
2822:"Relational Job Characteristics and Prosocial Motivation: A Longitudinal Study of Youth Care Professionals"
564:
477:
4354:
Casad, Scott (2012). "Implications of job rotation literature for performance improvement practitioners".
4753:
1095:
598:
3706:"The Missing Opportunity in Organizational Research: Some Implications for a Theory of Work Performance"
747:
Ford Motor Company assembly line, 1913. An early work design based on scientific management principles.
68:
3345:"Measurement of job characteristics: Comparison of the original and the revised Job Diagnostic Survey"
1847:"How work redesign interventions affect performance: An evidence-based model from a systematic review"
1031:– The design should achieve superior results by providing a high quality of work life for individuals.
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1191:
835:
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519:
510:
432:
252:
133:
3018:
2309:
1111:
is a popular contemporary approach to work design developed by American organizational psychologist
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771:
143:
111:
2506:"A Critical Review of the Job Demands-Resources Model: Implications for Improving Work and Health"
2595:""The very best of the millennium": Longitudinal research and the demand-control-(support) model"
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213:
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1993:
Wegge, Jürgen; Van Dick, Rolf; Fisher, Gary K.; Wecking, Christiane; Moltzen, Kai (March 2006).
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1025:– The social system should reinforce behaviours which are intended by the work group structure.
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4208:"Work design in situ : Understanding the role of occupational and organizational context"
1054:. The key assumption of this model is that low levels of work-related decision latitude (i.e.
3990:"The HEXACO and five-factor models of personality in relation to RIASEC vocational interests"
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1001:– Deviations from the ideal process should be controlled at the point where they originate.
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107:
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3653:"Work Design Influences: A Synthesis of Multilevel Factors that Affect the Design of Jobs"
3520:
1122:
Grant's theory makes a distinction between two key components of relational architecture:
8:
4763:
4535:
Van Maanen, J.; Schein, E. H. (1979). "Toward a theory of organizational socialization".
2328:"Socio-technical systems theory: an intervention strategy for organizational development"
1633:"Beyond Motivation: Job and Work Design for Development, Health, Ambidexterity, and More"
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3523:"Spanish-Language Adaptation of Morgeson and Humphrey's Work Design Questionnaire (WDQ)"
3422:
3384:"Interdisciplinary approaches to job design: A constructive replication with extensions"
3227:
2277:
Gray, Bradford H. Gray; Sarnak, Dana O. Sarnak; Burgers, Jako S. Burgers (29 May 2015).
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took the ideas of scientific management further, introducing the idea of the automotive
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2959:"Job Conditions and Personality: A Longitudinal Assessment of Their Reciprocal Effects"
2866:"7 Redesigning Work Design Theories: The Rise of Relational and Proactive Perspectives"
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3189:"Future work design research and practice: Towards an elaborated model of work design"
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2401:"Job Demands, Job Decision Latitude, and Mental Strain: Implications for Job Redesign"
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Morgeson, Frederick P.; Dierdorff, Erich C.; Hmurovic, Jillian L. (22 January 2010).
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3228:"A Review and Evaluation of the Psychometric Properties of the Job Diagnostic Survey"
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4701:"4. Personal initiative: An active performance concept for work in the 21st century"
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1995:"Work motivation, organisational identification, and well-being in call centre work"
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constructions arising from social influences, such as the attitudes of their peers.
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3267:"Confirmatory factor analysis of the Job Diagnostic Survey: Good news and bad news"
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2920:"Operator work design and robotics system performance: A serendipitous field study"
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Hackman, J. R.; Oldham, G. R. (1975). "Development of the Job Diagnostic Survey".
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4159:"The impact of country culture on the adoption of new forms of work organization"
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outcomes, including work engagement, job satisfaction, resilience, and thriving.
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3344:
3306:"A revision of the Job Diagnostic Survey: Elimination of a measurement artifact"
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Healthy work : stress, productivity, and the reconstruction of working life
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Such interventions can be initiated by the management of an organization (e.g.,
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Idris, Mohd Awang; Dollard, Maureen F.; Winefield, Anthony H. (November 2011).
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targets), and society (e.g., utilizing the skills of a population or promoting
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2795:
2704:
2641:
2610:
2375:
2343:
2212:
2010:
1871:
1846:
1741:
1657:
4737:
4724:
4663:
4624:
4582:
4521:
4457:
4231:
4192:
4143:
4088:
4054:
4013:
3966:
3911:
3886:
Ortega, Adriana; Carneiro, Isabella Gomes; Flyvholm, Mari-Ann (16 May 2009).
3872:
3815:
3776:
3768:
3729:
3676:
3668:
3546:
3488:
3446:
3407:
3368:
3329:
3290:
3251:
3212:
3188:
3143:
3087:
2982:
2943:
2889:
2847:
2838:
2821:
2803:
2761:
2712:
2665:
2657:
2618:
2579:
2474:
2424:
2351:
2279:"Home Care by Self-Governing Nursing Teams: The Netherlands' Buurtzorg Model"
2236:
2228:
2189:
2150:
2068:
2018:
1932:
1880:
1862:
1796:
1715:"One hundred years of work design research: Looking back and looking forward"
1666:
1303:
1086:
797:
786:
497:
457:
377:
372:
18:
Area of research and practice within industrial and organizational psychology
4512:
4495:
4269:
3838:
3204:
2752:
2735:
2642:"Examining Police Officer Work Stress Using the Job Demands–Resources Model"
2164:
Humphrey, Stephen E.; Nahrgang, Jennifer D.; Morgeson, Frederick P. (2007).
1907:"Not what it was and not what it will be: The future of job design research"
1813:
Job and Work Design: Organizing Work to Promote Well-Being and Effectiveness
964:
A well-known example of a sociotechnical systems approach to work design is
743:
4671:
4062:
4045:
4028:
3974:
3919:
3854:
3823:
3554:
3496:
2626:
2482:
2197:
1811:
1749:
1674:
1514:
1439:
1371:
1169:
767:
732:
720:
704:
660:
482:
173:
2905:.Healthy Work Stress, Productivity, and the Reconstruction of Working Life
1821:
4251:
Competitive advantage : creating and sustaining superior performance
3522:
2780:"Relational Job Design and the Motivation to Make a Prosocial Difference"
1902:
1460:
1317:
1285:
1148:
to work design, advanced by Australian organizational behavior Professor
876:
872:
868:
844:
818:
801:
700:
397:
102:
4434:"Crafting a Job: Revisioning Employees as Active Crafters of Their Work"
4183:
3538:
4331:
3863:
3651:
Parker, Sharon K.; Van den Broeck, Anja; Holman, David (January 2017).
3265:
Harvey, Robert J.; Billings, Robert S.; Nilan, Kevin J. (August 1985).
2525:
2432:
1773:"Development and test of a task level model of motivational job design"
1733:
1575:
1489:
1307:
1239:
1112:
1078:
903:
864:
810:
782:
753:
683:
648:
297:
193:
29:
4639:
4465:
4367:
3943:"Personnel Selection: Looking Toward the Future--Remembering the Past"
3737:
3078:
3035:
2450:
2126:
1232:
4655:
4397:
4207:
4119:
3888:"A Descriptive Study on Immigrant Workers in the Elderly Care Sector"
3173:
2559:
2466:
2400:
2142:
699:
therefore excludes processes that are initiated by incumbents (e.g.,
447:
4558:
4433:
4249:
4223:
4135:
3705:
3421:
EDWARDS, JEFFREY R.; SCULLY, JUDITH A.; BRTEK, MARY D. (June 1999).
3187:
Parker, Sharon K.; Wall, Toby D.; Cordery, John L. (November 2001).
3051:"Job design, delegation and cooperation: A principal-agent analysis"
2958:
2416:
1923:
1906:
37:
4574:
4449:
3721:
2974:
472:
467:
427:
3691:
Manufacturing advantage: why high performance work systems pay off
4638:
Lai, Lei; Rousseau, Denise M.; Chang, Klarissa Ting Ting (2009).
3792:"Creating flexible work arrangements through idiosyncratic deals"
2736:"The Job Demands–Resources model: Challenges for future research"
2640:
Frank, James; Lambert, Eric G.; Qureshi, Hanif (31 August 2017).
2449:
Crawford, Eean R.; LePine, Jeffery A.; Rich, Bruce Louis (2010).
1508:, is a concept developed by American organizational psychologist
2260:
International Review of Industrial and Organizational Psychology
4163:
International Journal of Operations & Production Management
2365:
Cherns, Albert (1993), "Principles of Socio-Technical Design",
1713:
Parker, Sharon K.; Morgeson, Frederick P.; Johns, Gary (2017).
1082:
774:
in the late 19th century with his highly influential theory of
4496:"Job crafting: Towards a new model of individual job redesign"
3790:
Hornung, Severin; Rousseau, Denise M.; Glaser, Jürgen (2008).
1197:
840:
804:
began to be documented. Over time, a field of research within
690:
literature, and the distinction is not always well-defined. A
3570:
Zeitschrift für Arbeits- und Organisationspsychologie A&O
3567:
1050:
is the earliest and most cited model relating work design to
4640:"Idiosyncratic deals: Coworkers as interested third parties"
4156:
2258:
Locke, E. A.; Henne, D. (1986). "Work motivation theories".
1464:
resilience of the profession in handling future situations.
906:
of others than a job that has limited effect on anyone else.
3753:"A circular and dynamic model of the process of job design"
3343:
Kulik, Carol T.; Oldham, Greg R.; Langner, Paul H. (1988).
2592:
707:) as well as those that occur at the level of teams (e.g.,
659:
groups co-ordinate their activities), organisations (e.g.,
487:
3650:
3594:
1992:
1160:
In economics, job design has been studied in the field of
4205:
3941:
Hough, Leaetta M.; Oswald, Frederick L. (February 2000).
3597:
Imagine the Future World: How do We Want to Work Tomorrow
2045:"Motivation through the design of work: test of a theory"
691:
3837:
Crespo, Nuno; Simoes, Nadia; Pinto, José Castro (2017).
3304:
Idaszak, Jacqueline R.; Drasgow, Fritz (February 1987).
2687:
Bakker, Arnold B.; Demerouti, Evangelia (3 April 2007).
2213:"Rethinking job characteristics in work stress research"
2163:
1223:
4557:
Staw, Barry M.; Boettger, Richard D. (September 1990).
2918:
Wall, Toby D.; Jackson, Paul R.; Davids, Keith (1992).
2734:
Demerouti, Evangelia; Bakker, Arnold B. (23 May 2011).
2510:
Bridging Occupational, Organizational and Public Health
2504:
Schaufeli, Wilmar B.; Taris, Toon W. (22 August 2013),
4409:
4407:
3885:
3704:
Blumberg, Melvin; Pringle, Charles D. (October 1982).
2089:
4559:"Task Revision: A Neglected Form of Work Performance"
4383:
4026:
3789:
3757:
Journal of Occupational and Organizational Psychology
3463:
Morgeson, Frederick P.; Humphrey, Stephen E. (2006).
3193:
Journal of Occupational and Organizational Psychology
1845:
Knight, Caroline; Parker, Sharon K (1 October 2019).
1488:
refers to behaviours which emphasize challenging the
1302:– Organizations operate today under the influence of
1542:
1139:
4404:
3264:
3226:TABER, TOM D.; TAYLOR, ELISABETH (September 1990).
2689:"The Job Demands-Resources model: state of the art"
2639:
2512:, Dordrecht: Springer Netherlands, pp. 43–68,
2043:Hackman, J.Richard; Oldham, Greg R. (August 1976).
1712:
1233:
Motivation, knowledge, skills, and abilities (KSAs)
4494:Tims, Maria; Bakker, Arnold B. (2 December 2010).
4431:
4418:. Boston: Harvard Business Review. pp. 46–57.
4247:
3420:
3342:
2864:Grant, Adam M.; Parker, Sharon K. (January 2009).
2820:van der Voet, Joris; Steijn, Bram (23 July 2019).
2819:
2448:
2369:, Philadelphia: University of Pennsylvania Press,
1210:
4432:Wrzesniewski, Amy; Dutton, Jane E. (April 2001).
3988:McKay, Derek A.; Tokar, David M. (October 2012).
3836:
3186:
3100:
2917:
2367:The Social Engagement of Social Science, Volume 2
2276:
1355:
1168:and Milgrom (1991) have developed the multi-task
4735:
4637:
4534:
3462:
3118:"Job design with conflicting tasks reconsidered"
3003:
4083:, CRC Press, 27 August 2015, pp. 393–395,
3703:
2902:
2733:
2686:
2553:
2551:
1963:
1103:
4598:
3839:"Determinant factors of job quality in Europe"
3303:
2503:
1181:
1176:
1073:
4243:
4241:
3751:Clegg, Chris; Spencer, Caroline (June 2007).
3159:
3006:Journal of Law, Economics, & Organization
2957:Kohn, Melvin L.; Schooler, Carmi (May 1982).
2125:Hackman, J. Richard; Oldham, Greg R. (1975).
2124:
2092:Organizational Behavior and Human Performance
2049:Organizational Behavior and Human Performance
2042:
1901:
1816:. Thousand Oaks, CA: SAGE Publications, Inc.
639:) is an area of research and practice within
606:
4556:
4416:One more time: How do you motivate employees
4311:International Journal of Production Research
3750:
2956:
2548:
1844:
1035:
829:
4699:Frese, Michael; Fay, Doris (January 2001).
4599:LePine, Jeffrey A.; Van Dyne, Linn (1998).
3940:
3225:
2863:
1771:Wong, Chi-sum; Campion, Michael A. (1991).
1770:
1204:Multimethod Job Design Questionnaire (MJDQ)
1198:Multimethod Job Design Questionnaire (MJDQ)
851:rates in call centres tend to be very high.
824:
4601:"Predicting voice behavior in work groups"
4493:
4238:
3987:
2257:
2127:"Development of the Job Diagnostic Survey"
1809:
922:– The degree to which a job incumbent has
613:
599:
4511:
4330:
4182:
4044:
3862:
3133:
3077:
3017:
2837:
2826:Review of Public Personnel Administration
2751:
2599:Journal of Occupational Health Psychology
2374:
2325:
2286:
1966:"The Future of Work: A Literature Review"
1922:
1905:; Hackman, J. Richard (22 January 2010).
1870:
1656:
949:
735:, role innovation, idiosyncratic deals).
4744:Industrial and organizational psychology
4698:
4413:
3892:Journal of Immigrant and Minority Health
2646:Journal of Contemporary Criminal Justice
1561:Industrial and organizational psychology
1428:
1360:
1293:
1263:
1077:
959:
839:
806:industrial and organizational psychology
742:
641:industrial and organizational psychology
4081:Encyclopedia of Supply Chain Management
3646:
3644:
3642:
3640:
3638:
3636:
3634:
3632:
3630:
3628:
3626:
3381:
3115:
2557:
2398:
2210:
1951:The Principles of Scientific Management
993:Minimal critical specification of rules
4736:
4594:
4592:
4427:
4425:
4077:"Evolution of Supply Chain Management"
3624:
3622:
3620:
3618:
3616:
3614:
3612:
3610:
3608:
3606:
3516:
3514:
3458:
3456:
3155:
3153:
2859:
2857:
2815:
2813:
2364:
1948:
1630:
1520:
1496:
4552:
4550:
4489:
4487:
4485:
4483:
4481:
4479:
4477:
4475:
4379:
4377:
4353:
2777:
2773:
2771:
2444:
2442:
2321:
2319:
2038:
2036:
1988:
1986:
1973:ILO Research Department Working Paper
1708:
1706:
1704:
1224:Antecedents of work design behaviours
770:. This idea was further developed by
4117:
3101:Bolton, P.; Dewatripont, M. (2005).
3048:
2326:Appelbaum, Steven H. (August 1997).
1944:
1942:
1702:
1700:
1698:
1696:
1694:
1692:
1690:
1688:
1686:
1684:
1631:Parker, Sharon K. (3 January 2014).
1626:
1624:
1622:
1620:
1618:
1616:
1614:
1612:
1610:
4705:Research in Organizational Behavior
4589:
4537:Research in Organizational Behavior
4500:SA Journal of Industrial Psychology
4422:
3603:
3511:
3453:
3150:
2854:
2810:
2740:SA Journal of Industrial Psychology
1810:Parker, Sharon; Wall, Toby (1998).
1649:10.1146/annurev-psych-010213-115208
13:
4547:
4472:
4374:
4212:Journal of Organizational Behavior
4124:Journal of Organizational Behavior
3439:10.1111/j.1744-6570.1999.tb00163.x
3244:10.1111/j.1744-6570.1990.tb02393.x
2903:Karasek, R.; Theorell, T. (1990).
2768:
2439:
2316:
2033:
1983:
1953:. New York: Harper & Brothers.
1911:Journal of Organizational Behavior
1451:
1383:
1155:
731:) or by individual workers (e.g.,
682:are often used interchangeably in
14:
4780:
4356:Performance Improvement Quarterly
3527:The Spanish Journal of Psychology
1939:
1681:
1607:
1406:
1146:learning and development approach
1140:Learning and development approach
984:, which are still popular today.
4438:The Academy of Management Review
4118:Erez, Miriam (22 January 2010).
3710:The Academy of Management Review
3135:10.1016/j.euroecorev.2012.11.001
2693:Journal of Managerial Psychology
2405:Administrative Science Quarterly
2399:Karasek, Robert A. (June 1979).
1545:
1484:In the context of job redesign,
1467:
1246:knowledge, skills, and abilities
580:
36:
4692:
4678:
4631:
4528:
4347:
4301:
4276:
4199:
4150:
4111:
4069:
4020:
3981:
3934:
3879:
3830:
3783:
3744:
3697:
3683:
3588:
3561:
3414:
3375:
3336:
3297:
3258:
3219:
3180:
3109:
3094:
3042:
3028:10.1093/jleo/7.special_issue.24
2997:
2950:
2911:
2896:
2727:
2680:
2633:
2586:
2497:
2392:
2358:
2270:
2251:
2204:
2157:
2118:
2083:
1433:
1365:
1217:Work Design Questionnaire (WDQ)
1211:Work Design Questionnaire (WDQ)
4033:Journal of Occupational Health
3994:Journal of Vocational Behavior
3959:10.1146/annurev.psych.51.1.631
2281:. New York, NY United States.
1964:Balliester, T.; Elsheikhi, A.
1957:
1895:
1838:
1803:
1764:
1596:Occupational health psychology
1571:Occupational health psychology
1394:Hulin and Blood (1968) define
1356:Strategies for work (re)design
1252:
1042:Occupational health psychology
855:Hackman & Oldham's (1976)
665:occupational safety and health
1:
4717:10.1016/s0191-3085(01)23005-6
4644:Journal of Applied Psychology
4605:Journal of Applied Psychology
4563:Academy of Management Journal
3796:Journal of Applied Psychology
3469:Journal of Applied Psychology
3388:Journal of Applied Psychology
3349:Journal of Applied Psychology
3310:Journal of Applied Psychology
3271:Journal of Applied Psychology
3162:Journal of Applied Psychology
2963:American Journal of Sociology
2924:Journal of Applied Psychology
2778:Grant, Adam M. (April 2007).
2455:Journal of Applied Psychology
2211:Daniels, Kevin (March 2006).
2170:Journal of Applied Psychology
2131:Journal of Applied Psychology
1777:Journal of Applied Psychology
1722:Journal of Applied Psychology
1601:
323:Industrial and organizational
4323:10.1080/00207543.2011.653452
3657:Academy of Management Annals
3382:Campion, Michael A. (1988).
3116:Schmitz, Patrick W. (2013).
3070:10.1016/0014-2921(94)90104-x
2870:Academy of Management Annals
2784:Academy of Management Review
2104:10.1016/0030-5073(76)90016-7
2061:10.1016/0030-5073(76)90016-7
1282:Other individual differences
1109:Relational job design theory
1104:Relational job design theory
478:Human factors and ergonomics
7:
4248:Porter, Michael E. (2004).
3947:Annual Review of Psychology
3481:10.1037/0021-9010.91.6.1321
2518:10.1007/978-94-007-5640-3_4
2288:10.15868/socialsector.25117
2182:10.1037/0021-9010.92.5.1332
1637:Annual Review of Psychology
1538:
1517:scenario for both parties.
1188:Job Diagnostic Survey (JDS)
1182:Job Diagnostic Survey (JDS)
1177:Measurement and diagnostics
1096:job demands-resources model
1074:Job demands-resources model
756:popularized the concept of
10:
4785:
4617:10.1037/0021-9010.83.6.853
3808:10.1037/0021-9010.93.3.655
3400:10.1037/0021-9010.73.3.467
3361:10.1037/0021-9010.73.3.462
3283:10.1037/0021-9010.70.3.461
2936:10.1037/0021-9010.77.3.353
1789:10.1037/0021-9010.76.6.825
1524:
1437:
1410:
1387:
1369:
1192:job characteristics theory
1133:Contact with beneficiaries
1039:
977:organizational development
953:
833:
738:
4759:Human resource management
4175:10.1108/01443571111111937
4006:10.1016/j.jvb.2012.05.006
3904:10.1007/s10903-009-9257-4
3582:10.1026/0932-4089/a000002
3322:10.1037/0021-9010.72.1.69
3105:. MIT Press. p. 223.
2882:10.5465/19416520903047327
2796:10.5465/amr.2007.24351328
2705:10.1108/02683940710733115
2611:10.1037/1076-8998.8.4.282
2558:Robert., Karasek (2010).
2376:10.9783/9781512819052-019
2344:10.1108/00251749710173823
2011:10.1080/02678370600655553
1048:job demands-control model
1036:Job demands-control model
857:job characteristics model
836:Job characteristic theory
830:Job characteristics model
688:human resource management
253:Applied behavior analysis
4120:"Culture and job design"
4089:10.1081/e-escm-120048060
3769:10.1348/096317906x113211
3669:10.5465/annals.2014.0054
3122:European Economic Review
3058:European Economic Review
2839:10.1177/0734371x19862852
2658:10.1177/1043986217724248
2229:10.1177/0018726706064171
1863:10.1177/0018726719865604
1581:Organizational behaviour
1479:
1459:occurs when an employee
944:motivator-hygiene theory
825:Theoretical perspectives
772:Frederick Winslow Taylor
4769:Organizational behavior
4513:10.4102/sajip.v36i2.841
3205:10.1348/096317901167460
2907:. New York Basic Books.
2753:10.4102/sajip.v37i2.974
1276:Competence and learning
1207:construct measurement.
1127:Impact on beneficiaries
1029:Design and human values
815:artificial intelligence
443:Behavioral neuroscience
98:Behavioral neuroscience
4386:Psychological Bulletin
4046:10.1539/joh.11-0035-fs
3855:10.15611/aoe.2017.1.01
3049:Itoh, Hideshi (1994).
2304:Cite journal requires
1949:Taylor, F. W. (1911).
1090:
982:autonomous work groups
973:Sociotechnical systems
969:
956:Sociotechnical systems
950:Sociotechnical systems
852:
748:
709:autonomous work groups
493:Psychology of religion
433:Behavioral engineering
117:Cognitive neuroscience
83:Affective neuroscience
4749:Organizational theory
4414:Herzberg, F. (1968).
1822:10.4135/9781452231518
1429:Individual strategies
1361:Managerial strategies
1344:sociotechnical theory
1334:scientific management
1308:market liberalization
1294:Contextual influences
1264:Individual influences
1081:
963:
843:
776:scientific management
763:The Wealth of Nations
746:
628:(also referred to as
587:Psychology portal
3843:Argumenta Oeconomica
3427:Personnel Psychology
3232:Personnel Psychology
1535:in their work role.
1117:prosocial difference
1060:psychological stress
937:Frederick Herzberg's
924:knowledge of results
655:), teams (e.g., how
3539:10.1017/sjp.2017.24
2332:Management Decision
1532:Personal initiative
1527:Personal initiative
1521:Personal initiative
1502:Idiosyncratic deals
1497:Idiosyncratic deals
1052:occupational stress
966:Buurtzorg Nederland
653:occupational injury
645:employee engagement
438:Behavioral genetics
353:Occupational health
93:Behavioral genetics
24:Part of a series on
4754:Systems psychology
1872:20.500.11937/76392
1742:20.500.11937/69907
1734:10.1037/apl0000106
1658:20.500.11937/69541
1591:Applied psychology
1566:Applied psychology
1423:Frederick Herzberg
1401:Frederick Herzberg
1348:team effectiveness
1091:
1023:Support congruence
970:
853:
749:
555:Schools of thought
393:Sport and exercise
239:Applied psychology
4368:10.1002/piq.21118
4317:(24): 7467–7478.
4290:, 5 December 2018
4098:978-1-4398-6152-3
2571:978-0-465-02896-2
2535:978-94-007-5639-7
2386:978-1-5128-1905-2
1999:Work & Stress
1831:978-0-7619-0419-9
1553:Psychology portal
1342:– Drawing on the
1164:. In particular,
1046:Karasek's (1979)
1011:Boundary location
940:two factor theory
900:Task significance
758:division of labor
623:
622:
520:Counseling topics
463:Consumer behavior
204:Psycholinguistics
88:Affective science
4776:
4729:
4728:
4696:
4690:
4689:
4682:
4676:
4675:
4656:10.1037/a0013506
4635:
4629:
4628:
4596:
4587:
4586:
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4545:
4544:
4532:
4526:
4525:
4515:
4491:
4470:
4469:
4429:
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4419:
4411:
4402:
4401:
4398:10.1037/h0025356
4381:
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4344:
4334:
4305:
4299:
4298:
4297:
4295:
4280:
4274:
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4245:
4236:
4235:
4218:(2–3): 351–360.
4203:
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4148:
4147:
4130:(2–3): 389–400.
4115:
4109:
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3834:
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3781:
3780:
3748:
3742:
3741:
3701:
3695:
3694:
3687:
3681:
3680:
3648:
3601:
3600:
3592:
3586:
3585:
3565:
3559:
3558:
3518:
3509:
3508:
3475:(6): 1321–1339.
3460:
3451:
3450:
3418:
3412:
3411:
3379:
3373:
3372:
3340:
3334:
3333:
3301:
3295:
3294:
3262:
3256:
3255:
3223:
3217:
3216:
3184:
3178:
3177:
3174:10.1037/h0076546
3157:
3148:
3147:
3137:
3113:
3107:
3106:
3098:
3092:
3091:
3081:
3064:(3–4): 691–700.
3055:
3046:
3040:
3039:
3021:
3001:
2995:
2994:
2969:(6): 1257–1286.
2954:
2948:
2947:
2915:
2909:
2908:
2900:
2894:
2893:
2861:
2852:
2851:
2841:
2817:
2808:
2807:
2775:
2766:
2765:
2755:
2731:
2725:
2724:
2684:
2678:
2677:
2637:
2631:
2630:
2590:
2584:
2583:
2555:
2546:
2545:
2544:
2542:
2501:
2495:
2494:
2467:10.1037/a0019364
2446:
2437:
2436:
2396:
2390:
2389:
2378:
2362:
2356:
2355:
2323:
2314:
2313:
2307:
2302:
2300:
2292:
2290:
2274:
2268:
2267:
2255:
2249:
2248:
2208:
2202:
2201:
2176:(5): 1332–1356.
2161:
2155:
2154:
2143:10.1037/h0076546
2122:
2116:
2115:
2087:
2081:
2080:
2040:
2031:
2030:
1990:
1981:
1980:
1970:
1961:
1955:
1954:
1946:
1937:
1936:
1926:
1917:(2–3): 463–479.
1899:
1893:
1892:
1874:
1842:
1836:
1835:
1807:
1801:
1800:
1768:
1762:
1761:
1719:
1710:
1679:
1678:
1660:
1628:
1555:
1550:
1549:
1548:
1504:, also known as
1150:Sharon K. Parker
1017:Information flow
999:Variance control
615:
608:
601:
585:
584:
583:
550:Research methods
209:Psychophysiology
69:Basic psychology
40:
21:
20:
4784:
4783:
4779:
4778:
4777:
4775:
4774:
4773:
4734:
4733:
4732:
4697:
4693:
4684:
4683:
4679:
4636:
4632:
4597:
4590:
4555:
4548:
4533:
4529:
4492:
4473:
4430:
4423:
4412:
4405:
4382:
4375:
4352:
4348:
4306:
4302:
4293:
4291:
4282:
4281:
4277:
4262:
4246:
4239:
4224:10.1002/job.642
4204:
4200:
4155:
4151:
4136:10.1002/job.651
4116:
4112:
4103:
4101:
4099:
4075:
4074:
4070:
4025:
4021:
3986:
3982:
3939:
3935:
3884:
3880:
3835:
3831:
3788:
3784:
3749:
3745:
3702:
3698:
3689:
3688:
3684:
3649:
3604:
3593:
3589:
3566:
3562:
3519:
3512:
3461:
3454:
3419:
3415:
3380:
3376:
3341:
3337:
3302:
3298:
3263:
3259:
3224:
3220:
3185:
3181:
3158:
3151:
3114:
3110:
3103:Contract theory
3099:
3095:
3053:
3047:
3043:
3019:10.1.1.715.3715
3002:
2998:
2955:
2951:
2916:
2912:
2901:
2897:
2862:
2855:
2818:
2811:
2776:
2769:
2732:
2728:
2685:
2681:
2638:
2634:
2591:
2587:
2572:
2564:. Basic Books.
2556:
2549:
2540:
2538:
2536:
2502:
2498:
2447:
2440:
2417:10.2307/2392498
2397:
2393:
2387:
2363:
2359:
2324:
2317:
2305:
2303:
2294:
2293:
2275:
2271:
2256:
2252:
2217:Human Relations
2209:
2205:
2162:
2158:
2123:
2119:
2088:
2084:
2041:
2034:
1991:
1984:
1968:
1962:
1958:
1947:
1940:
1924:10.1002/job.678
1903:Oldham, Greg R.
1900:
1896:
1851:Human Relations
1843:
1839:
1832:
1808:
1804:
1769:
1765:
1717:
1711:
1682:
1629:
1608:
1604:
1586:Work motivation
1551:
1546:
1544:
1541:
1529:
1523:
1510:Denise Rousseau
1499:
1482:
1470:
1457:Role innovation
1454:
1452:Role innovation
1442:
1436:
1431:
1415:
1409:
1396:job enlargement
1392:
1390:Job enlargement
1386:
1384:Job enlargement
1374:
1368:
1363:
1358:
1296:
1266:
1255:
1235:
1226:
1213:
1200:
1184:
1179:
1162:contract theory
1158:
1156:Economic theory
1142:
1106:
1076:
1044:
1038:
958:
952:
942:(also known as
838:
832:
827:
741:
725:job enlargement
669:effective aging
619:
581:
579:
572:
571:
570:
569:
545:Psychotherapies
513:
503:
502:
423:
415:
414:
413:
412:
241:
231:
230:
229:
228:
189:Neuropsychology
71:
19:
12:
11:
5:
4782:
4772:
4771:
4766:
4761:
4756:
4751:
4746:
4731:
4730:
4691:
4677:
4650:(2): 547–556.
4630:
4611:(6): 853–868.
4588:
4575:10.5465/256580
4569:(3): 534–559.
4546:
4527:
4471:
4450:10.2307/259118
4421:
4403:
4373:
4346:
4300:
4284:"Job rotation"
4275:
4260:
4254:. Free Press.
4237:
4198:
4169:(3): 297–323.
4149:
4110:
4097:
4068:
4039:(6): 447–454.
4019:
4000:(2): 138–149.
3980:
3953:(1): 631–664.
3933:
3898:(5): 699–706.
3878:
3829:
3802:(3): 655–664.
3782:
3763:(2): 321–339.
3743:
3722:10.2307/257222
3696:
3693:. 1 June 2000.
3682:
3663:(1): 267–308.
3602:
3587:
3560:
3510:
3452:
3433:(2): 305–334.
3413:
3394:(3): 467–481.
3374:
3355:(3): 462–466.
3335:
3296:
3277:(3): 461–468.
3257:
3238:(3): 467–500.
3218:
3199:(4): 413–440.
3179:
3168:(2): 159–170.
3149:
3108:
3093:
3041:
2996:
2975:10.1086/227593
2949:
2930:(3): 353–362.
2910:
2895:
2876:(1): 317–375.
2853:
2809:
2790:(2): 393–417.
2767:
2726:
2699:(3): 309–328.
2679:
2652:(4): 348–367.
2632:
2605:(4): 282–305.
2585:
2570:
2547:
2534:
2496:
2461:(5): 834–848.
2438:
2411:(2): 285–308.
2391:
2385:
2357:
2338:(6): 452–463.
2315:
2306:|journal=
2269:
2250:
2223:(3): 267–290.
2203:
2156:
2137:(2): 159–170.
2117:
2098:(2): 250–279.
2082:
2055:(2): 250–279.
2032:
1982:
1956:
1938:
1894:
1837:
1830:
1802:
1783:(6): 825–837.
1763:
1728:(3): 403–420.
1680:
1643:(1): 661–691.
1605:
1603:
1600:
1599:
1598:
1593:
1588:
1583:
1578:
1573:
1568:
1563:
1557:
1556:
1540:
1537:
1525:Main article:
1522:
1519:
1498:
1495:
1481:
1478:
1469:
1466:
1453:
1450:
1435:
1432:
1430:
1427:
1418:Job enrichment
1413:Job enrichment
1411:Main article:
1408:
1407:Job enrichment
1405:
1385:
1382:
1367:
1364:
1362:
1359:
1357:
1354:
1353:
1352:
1337:
1330:Organizational
1327:
1321:
1311:
1295:
1292:
1291:
1290:
1279:
1273:
1265:
1262:
1254:
1251:
1234:
1231:
1225:
1222:
1212:
1209:
1199:
1196:
1183:
1180:
1178:
1175:
1157:
1154:
1141:
1138:
1137:
1136:
1130:
1105:
1102:
1075:
1072:
1037:
1034:
1033:
1032:
1026:
1020:
1014:
1008:
1002:
996:
951:
948:
928:
927:
917:
907:
897:
891:
831:
828:
826:
823:
740:
737:
729:job enrichment
717:work redesign.
621:
620:
618:
617:
610:
603:
595:
592:
591:
590:
589:
574:
573:
568:
567:
562:
557:
552:
547:
542:
537:
532:
527:
522:
516:
515:
514:
509:
508:
505:
504:
501:
500:
495:
490:
485:
480:
475:
470:
465:
460:
455:
450:
445:
440:
435:
430:
424:
421:
420:
417:
416:
411:
410:
405:
400:
395:
390:
385:
380:
375:
370:
365:
360:
355:
350:
345:
340:
335:
330:
325:
320:
315:
310:
305:
300:
295:
290:
285:
280:
275:
270:
265:
260:
255:
250:
244:
243:
242:
237:
236:
233:
232:
227:
226:
221:
216:
211:
206:
201:
196:
191:
186:
181:
176:
171:
166:
161:
156:
151:
146:
141:
136:
134:Cross-cultural
131:
126:
125:
124:
114:
105:
100:
95:
90:
85:
80:
74:
73:
72:
67:
66:
63:
62:
61:
60:
55:
50:
42:
41:
33:
32:
26:
25:
17:
9:
6:
4:
3:
2:
4781:
4770:
4767:
4765:
4762:
4760:
4757:
4755:
4752:
4750:
4747:
4745:
4742:
4741:
4739:
4726:
4722:
4718:
4714:
4710:
4706:
4702:
4695:
4687:
4681:
4673:
4669:
4665:
4661:
4657:
4653:
4649:
4645:
4641:
4634:
4626:
4622:
4618:
4614:
4610:
4606:
4602:
4595:
4593:
4584:
4580:
4576:
4572:
4568:
4564:
4560:
4553:
4551:
4542:
4538:
4531:
4523:
4519:
4514:
4509:
4505:
4501:
4497:
4490:
4488:
4486:
4484:
4482:
4480:
4478:
4476:
4467:
4463:
4459:
4455:
4451:
4447:
4443:
4439:
4435:
4428:
4426:
4417:
4410:
4408:
4399:
4395:
4391:
4387:
4380:
4378:
4369:
4365:
4361:
4357:
4350:
4342:
4338:
4333:
4328:
4324:
4320:
4316:
4312:
4304:
4289:
4285:
4279:
4271:
4267:
4263:
4261:0-7432-6087-2
4257:
4253:
4252:
4244:
4242:
4233:
4229:
4225:
4221:
4217:
4213:
4209:
4202:
4194:
4190:
4185:
4180:
4176:
4172:
4168:
4164:
4160:
4153:
4145:
4141:
4137:
4133:
4129:
4125:
4121:
4114:
4100:
4094:
4090:
4086:
4082:
4078:
4072:
4064:
4060:
4056:
4052:
4047:
4042:
4038:
4034:
4030:
4023:
4015:
4011:
4007:
4003:
3999:
3995:
3991:
3984:
3976:
3972:
3968:
3964:
3960:
3956:
3952:
3948:
3944:
3937:
3929:
3925:
3921:
3917:
3913:
3909:
3905:
3901:
3897:
3893:
3889:
3882:
3874:
3870:
3865:
3860:
3856:
3852:
3849:(38): 15–40.
3848:
3844:
3840:
3833:
3825:
3821:
3817:
3813:
3809:
3805:
3801:
3797:
3793:
3786:
3778:
3774:
3770:
3766:
3762:
3758:
3754:
3747:
3739:
3735:
3731:
3727:
3723:
3719:
3715:
3711:
3707:
3700:
3692:
3686:
3678:
3674:
3670:
3666:
3662:
3658:
3654:
3647:
3645:
3643:
3641:
3639:
3637:
3635:
3633:
3631:
3629:
3627:
3625:
3623:
3621:
3619:
3617:
3615:
3613:
3611:
3609:
3607:
3598:
3591:
3583:
3579:
3575:
3571:
3564:
3556:
3552:
3548:
3544:
3540:
3536:
3532:
3528:
3524:
3517:
3515:
3506:
3502:
3498:
3494:
3490:
3486:
3482:
3478:
3474:
3470:
3466:
3459:
3457:
3448:
3444:
3440:
3436:
3432:
3428:
3424:
3417:
3409:
3405:
3401:
3397:
3393:
3389:
3385:
3378:
3370:
3366:
3362:
3358:
3354:
3350:
3346:
3339:
3331:
3327:
3323:
3319:
3315:
3311:
3307:
3300:
3292:
3288:
3284:
3280:
3276:
3272:
3268:
3261:
3253:
3249:
3245:
3241:
3237:
3233:
3229:
3222:
3214:
3210:
3206:
3202:
3198:
3194:
3190:
3183:
3175:
3171:
3167:
3163:
3156:
3154:
3145:
3141:
3136:
3131:
3127:
3123:
3119:
3112:
3104:
3097:
3089:
3085:
3080:
3075:
3071:
3067:
3063:
3059:
3052:
3045:
3037:
3033:
3029:
3025:
3020:
3015:
3011:
3007:
3000:
2992:
2988:
2984:
2980:
2976:
2972:
2968:
2964:
2960:
2953:
2945:
2941:
2937:
2933:
2929:
2925:
2921:
2914:
2906:
2899:
2891:
2887:
2883:
2879:
2875:
2871:
2867:
2860:
2858:
2849:
2845:
2840:
2835:
2831:
2827:
2823:
2816:
2814:
2805:
2801:
2797:
2793:
2789:
2785:
2781:
2774:
2772:
2763:
2759:
2754:
2749:
2745:
2741:
2737:
2730:
2722:
2718:
2714:
2710:
2706:
2702:
2698:
2694:
2690:
2683:
2675:
2671:
2667:
2663:
2659:
2655:
2651:
2647:
2643:
2636:
2628:
2624:
2620:
2616:
2612:
2608:
2604:
2600:
2596:
2589:
2581:
2577:
2573:
2567:
2563:
2562:
2554:
2552:
2537:
2531:
2527:
2523:
2519:
2515:
2511:
2507:
2500:
2492:
2488:
2484:
2480:
2476:
2472:
2468:
2464:
2460:
2456:
2452:
2445:
2443:
2434:
2430:
2426:
2422:
2418:
2414:
2410:
2406:
2402:
2395:
2388:
2382:
2377:
2372:
2368:
2361:
2353:
2349:
2345:
2341:
2337:
2333:
2329:
2322:
2320:
2311:
2298:
2289:
2284:
2280:
2273:
2265:
2261:
2254:
2246:
2242:
2238:
2234:
2230:
2226:
2222:
2218:
2214:
2207:
2199:
2195:
2191:
2187:
2183:
2179:
2175:
2171:
2167:
2160:
2152:
2148:
2144:
2140:
2136:
2132:
2128:
2121:
2113:
2109:
2105:
2101:
2097:
2093:
2086:
2078:
2074:
2070:
2066:
2062:
2058:
2054:
2050:
2046:
2039:
2037:
2028:
2024:
2020:
2016:
2012:
2008:
2004:
2000:
1996:
1989:
1987:
1978:
1974:
1967:
1960:
1952:
1945:
1943:
1934:
1930:
1925:
1920:
1916:
1912:
1908:
1904:
1898:
1890:
1886:
1882:
1878:
1873:
1868:
1864:
1860:
1857:(1): 69–104.
1856:
1852:
1848:
1841:
1833:
1827:
1823:
1819:
1815:
1814:
1806:
1798:
1794:
1790:
1786:
1782:
1778:
1774:
1767:
1759:
1755:
1751:
1747:
1743:
1739:
1735:
1731:
1727:
1723:
1716:
1709:
1707:
1705:
1703:
1701:
1699:
1697:
1695:
1693:
1691:
1689:
1687:
1685:
1676:
1672:
1668:
1664:
1659:
1654:
1650:
1646:
1642:
1638:
1634:
1627:
1625:
1623:
1621:
1619:
1617:
1615:
1613:
1611:
1606:
1597:
1594:
1592:
1589:
1587:
1584:
1582:
1579:
1577:
1574:
1572:
1569:
1567:
1564:
1562:
1559:
1558:
1554:
1543:
1536:
1533:
1528:
1518:
1516:
1511:
1507:
1503:
1494:
1491:
1487:
1477:
1474:
1473:Task revision
1468:Task revision
1465:
1462:
1458:
1449:
1446:
1441:
1426:
1424:
1419:
1414:
1404:
1402:
1397:
1391:
1381:
1378:
1373:
1349:
1345:
1341:
1338:
1335:
1331:
1328:
1325:
1322:
1319:
1315:
1312:
1309:
1305:
1304:globalization
1301:
1300:International
1298:
1297:
1287:
1283:
1280:
1277:
1274:
1271:
1268:
1267:
1261:
1259:
1250:
1248:
1247:
1242:
1241:
1230:
1221:
1218:
1208:
1205:
1195:
1193:
1189:
1174:
1171:
1167:
1163:
1153:
1151:
1147:
1134:
1131:
1128:
1125:
1124:
1123:
1120:
1118:
1114:
1110:
1101:
1098:
1097:
1088:
1087:role conflict
1084:
1080:
1071:
1067:
1065:
1061:
1057:
1053:
1049:
1043:
1030:
1027:
1024:
1021:
1018:
1015:
1012:
1009:
1006:
1003:
1000:
997:
994:
991:
990:
989:
985:
983:
978:
974:
967:
962:
957:
947:
945:
941:
938:
932:
925:
921:
918:
915:
911:
908:
905:
901:
898:
895:
894:Task identity
892:
889:
888:Skill variety
886:
885:
884:
882:
878:
874:
870:
866:
862:
858:
850:
846:
842:
837:
822:
820:
816:
812:
807:
803:
799:
795:
790:
788:
787:assembly line
784:
779:
777:
773:
769:
765:
764:
759:
755:
745:
736:
734:
730:
726:
722:
718:
714:
710:
706:
702:
698:
693:
689:
685:
681:
677:
672:
670:
666:
662:
658:
654:
650:
646:
642:
638:
634:
631:
627:
616:
611:
609:
604:
602:
597:
596:
594:
593:
588:
578:
577:
576:
575:
566:
563:
561:
558:
556:
553:
551:
548:
546:
543:
541:
540:Psychologists
538:
536:
533:
531:
530:Organizations
528:
526:
523:
521:
518:
517:
512:
507:
506:
499:
498:Psychometrics
496:
494:
491:
489:
486:
484:
481:
479:
476:
474:
471:
469:
466:
464:
461:
459:
458:Consciousness
456:
454:
451:
449:
446:
444:
441:
439:
436:
434:
431:
429:
426:
425:
419:
418:
409:
406:
404:
401:
399:
396:
394:
391:
389:
386:
384:
381:
379:
378:Psychotherapy
376:
374:
373:Psychometrics
371:
369:
366:
364:
361:
359:
356:
354:
351:
349:
346:
344:
341:
339:
336:
334:
331:
329:
326:
324:
321:
319:
316:
314:
311:
309:
306:
304:
301:
299:
296:
294:
291:
289:
286:
284:
281:
279:
276:
274:
271:
269:
266:
264:
261:
259:
256:
254:
251:
249:
246:
245:
240:
235:
234:
225:
222:
220:
217:
215:
212:
210:
207:
205:
202:
200:
197:
195:
192:
190:
187:
185:
182:
180:
177:
175:
172:
170:
167:
165:
162:
160:
157:
155:
152:
150:
147:
145:
144:Developmental
142:
140:
137:
135:
132:
130:
127:
123:
120:
119:
118:
115:
113:
109:
106:
104:
101:
99:
96:
94:
91:
89:
86:
84:
81:
79:
76:
75:
70:
65:
64:
59:
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49:
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44:
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39:
35:
34:
31:
28:
27:
23:
22:
16:
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4704:
4694:
4680:
4647:
4643:
4633:
4608:
4604:
4566:
4562:
4540:
4536:
4530:
4503:
4499:
4441:
4437:
4415:
4392:(1): 41–55.
4389:
4385:
4362:(2): 27–41.
4359:
4355:
4349:
4314:
4310:
4303:
4292:, retrieved
4287:
4278:
4250:
4215:
4211:
4201:
4184:11311/579511
4166:
4162:
4152:
4127:
4123:
4113:
4102:, retrieved
4080:
4071:
4036:
4032:
4022:
3997:
3993:
3983:
3950:
3946:
3936:
3895:
3891:
3881:
3846:
3842:
3832:
3799:
3795:
3785:
3760:
3756:
3746:
3713:
3709:
3699:
3690:
3685:
3660:
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3590:
3573:
3569:
3563:
3530:
3526:
3472:
3468:
3430:
3426:
3416:
3391:
3387:
3377:
3352:
3348:
3338:
3316:(1): 69–74.
3313:
3309:
3299:
3274:
3270:
3260:
3235:
3231:
3221:
3196:
3192:
3182:
3165:
3161:
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3121:
3111:
3102:
3096:
3061:
3057:
3044:
3009:
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2999:
2966:
2962:
2952:
2927:
2923:
2913:
2904:
2898:
2873:
2869:
2832:(1): 57–77.
2829:
2825:
2787:
2783:
2743:
2739:
2729:
2696:
2692:
2682:
2649:
2645:
2635:
2602:
2598:
2588:
2560:
2539:, retrieved
2509:
2499:
2458:
2454:
2408:
2404:
2394:
2366:
2360:
2335:
2331:
2297:cite journal
2272:
2263:
2259:
2253:
2220:
2216:
2206:
2173:
2169:
2159:
2134:
2130:
2120:
2095:
2091:
2085:
2052:
2048:
2005:(1): 60–83.
2002:
1998:
1976:
1972:
1959:
1950:
1914:
1910:
1897:
1854:
1850:
1840:
1812:
1805:
1780:
1776:
1766:
1725:
1721:
1640:
1636:
1531:
1530:
1505:
1501:
1500:
1485:
1483:
1472:
1471:
1456:
1455:
1445:Job crafting
1444:
1443:
1440:Job crafting
1434:Job crafting
1417:
1416:
1395:
1393:
1377:Job rotation
1376:
1375:
1372:Job rotation
1366:Job rotation
1339:
1329:
1324:Occupational
1323:
1318:trade unions
1313:
1299:
1281:
1275:
1270:Demographics
1269:
1257:
1256:
1244:
1238:
1236:
1227:
1216:
1214:
1203:
1201:
1187:
1185:
1170:moral hazard
1159:
1145:
1143:
1132:
1126:
1121:
1108:
1107:
1094:
1092:
1068:
1047:
1045:
1028:
1022:
1016:
1010:
1004:
998:
992:
986:
972:
971:
943:
933:
929:
919:
909:
899:
893:
887:
869:satisfaction
856:
854:
791:
780:
768:productivity
761:
760:in his book
750:
733:job crafting
721:job rotation
716:
712:
711:). The term
705:job crafting
696:
679:
675:
673:
661:productivity
636:
632:
629:
625:
624:
483:Intelligence
214:Quantitative
179:Mathematical
174:Intelligence
164:Experimental
159:Evolutionary
149:Differential
15:
4711:: 133–187.
4332:10251/82029
3864:10071/14218
3576:(1): 1–28.
3128:: 108–117.
2526:1874/420626
1461:proactively
1340:Work groups
1289:occupation.
1286:Personality
1258:Opportunity
1253:Opportunity
1056:job control
1005:Multiskills
914:initiatives
877:absenteeism
873:performance
845:Call centre
819:remote work
802:absenteeism
713:work design
701:proactivity
680:work design
657:effectively
637:task design
626:Work design
525:Disciplines
398:Suicidology
293:Educational
248:Anomalistic
224:Theoretical
199:Personality
129:Comparative
112:Cognitivism
103:Behaviorism
4764:Motivation
4738:Categories
4543:: 209–298.
4444:(2): 179.
4294:2 February
3716:(4): 560.
3079:2433/37916
1602:References
1576:Management
1490:status quo
1438:See also:
1388:See also:
1370:See also:
1240:motivation
1113:Adam Grant
1040:See also:
954:See also:
904:well-being
865:motivation
834:See also:
811:automation
783:Henry Ford
754:Adam Smith
697:job design
684:psychology
676:job design
674:The terms
651:, risk of
649:job strain
453:Competence
318:Humanistic
298:Ergonomics
283:Counseling
258:Assessment
194:Perception
154:Ecological
30:Psychology
4725:0191-3085
4664:1939-1854
4625:0021-9010
4583:0001-4273
4522:2071-0763
4458:0363-7425
4288:Knowledge
4232:0894-3796
4193:0144-3577
4144:0894-3796
4055:1341-9145
4014:0001-8791
3967:0066-4308
3912:1557-1912
3873:1233-5835
3816:1939-1854
3777:0963-1798
3730:0363-7425
3677:1941-6520
3547:1138-7416
3489:1939-1854
3447:0031-5826
3408:1939-1854
3369:1939-1854
3330:1939-1854
3291:1939-1854
3252:0031-5826
3213:0963-1798
3144:0014-2921
3088:0014-2921
3014:CiteSeerX
3012:: 24–52.
2991:145585085
2983:0002-9602
2944:0021-9010
2890:1941-6520
2848:0734-371X
2804:0363-7425
2762:2071-0763
2713:0268-3946
2674:148794902
2666:1043-9862
2619:1939-1307
2580:731152609
2475:1939-1854
2425:0001-8392
2352:0025-1747
2245:145626625
2237:0018-7267
2190:1939-1854
2151:0021-9010
2069:0030-5073
2027:144408378
2019:0267-8373
1933:0894-3796
1889:210583587
1881:0018-7267
1797:0021-9010
1667:0066-4308
1166:Holmström
448:Cognition
363:Political
273:Community
108:Cognitive
58:Subfields
4672:19271808
4341:73622968
4270:76881628
4063:21952295
3975:10751983
3928:21649299
3920:19449102
3824:18457493
3599:: 22–25.
3555:28595664
3505:11143901
3497:17100487
2627:14570524
2491:31680075
2483:20836586
2198:17845089
1758:21566577
1750:28182465
1675:24016276
1539:See also
1351:limited.
1314:National
1083:Policing
920:Feedback
910:Autonomy
881:turnover
861:outcomes
849:turnover
794:turnover
560:Timeline
473:Feelings
468:Emotions
428:Behavior
422:Concepts
383:Religion
368:Positive
358:Pastoral
343:Military
308:Forensic
303:Feminist
288:Critical
278:Consumer
268:Coaching
263:Clinical
139:Cultural
78:Abnormal
3533:: E28.
2721:1221398
2433:2392498
2266:: 1–35.
2112:8618462
2077:8618462
1515:win-win
1506:i-deals
1064:burnout
798:strikes
739:History
535:Outline
408:Traffic
403:Systems
338:Medical
169:Gestalt
53:History
48:Outline
4723:
4670:
4662:
4623:
4581:
4520:
4466:259118
4464:
4456:
4339:
4268:
4258:
4230:
4191:
4142:
4104:11 May
4095:
4061:
4053:
4012:
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3965:
3926:
3918:
3910:
3871:
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3738:257222
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3728:
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3503:
3495:
3487:
3445:
3406:
3367:
3328:
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3250:
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3036:764957
3034:
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2981:
2942:
2888:
2846:
2802:
2760:
2719:
2711:
2672:
2664:
2625:
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2243:
2235:
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2188:
2149:
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2075:
2067:
2025:
2017:
1931:
1887:
1879:
1828:
1795:
1756:
1748:
1673:
1665:
975:is an
875:, and
863:(i.e.
817:, and
800:, and
633:design
565:Topics
388:School
313:Health
219:Social
122:Social
4506:(2).
4462:JSTOR
4337:S2CID
3924:S2CID
3734:JSTOR
3501:S2CID
3054:(PDF)
3032:JSTOR
2987:S2CID
2746:(2).
2717:S2CID
2670:S2CID
2541:4 May
2487:S2CID
2429:JSTOR
2241:S2CID
2108:S2CID
2073:S2CID
2023:S2CID
1969:(PDF)
1885:S2CID
1754:S2CID
1718:(PDF)
1486:voice
1480:Voice
511:Lists
348:Music
333:Media
328:Legal
184:Moral
4721:ISSN
4668:PMID
4660:ISSN
4621:ISSN
4579:ISSN
4518:ISSN
4454:ISSN
4296:2019
4266:OCLC
4256:ISBN
4228:ISSN
4189:ISSN
4140:ISSN
4106:2021
4093:ISBN
4059:PMID
4051:ISSN
4010:ISSN
3971:PMID
3963:ISSN
3916:PMID
3908:ISSN
3869:ISSN
3820:PMID
3812:ISSN
3773:ISSN
3726:ISSN
3673:ISSN
3551:PMID
3543:ISSN
3493:PMID
3485:ISSN
3443:ISSN
3404:ISSN
3365:ISSN
3326:ISSN
3287:ISSN
3248:ISSN
3209:ISSN
3140:ISSN
3084:ISSN
2979:ISSN
2940:ISSN
2886:ISSN
2844:ISSN
2800:ISSN
2758:ISSN
2709:ISSN
2662:ISSN
2623:PMID
2615:ISSN
2576:OCLC
2566:ISBN
2543:2021
2530:ISBN
2479:PMID
2471:ISSN
2421:ISSN
2381:ISBN
2348:ISSN
2310:help
2233:ISSN
2194:PMID
2186:ISSN
2147:ISSN
2065:ISSN
2015:ISSN
1929:ISSN
1877:ISSN
1826:ISBN
1793:ISSN
1746:PMID
1671:PMID
1663:ISSN
1346:and
1306:and
1243:and
1215:The
1202:The
1186:The
1144:The
1093:The
879:and
686:and
678:and
488:Mind
4713:doi
4652:doi
4613:doi
4571:doi
4508:doi
4446:doi
4394:doi
4364:doi
4327:hdl
4319:doi
4220:doi
4179:hdl
4171:doi
4132:doi
4085:doi
4041:doi
4002:doi
3955:doi
3900:doi
3859:hdl
3851:doi
3804:doi
3765:doi
3718:doi
3665:doi
3578:doi
3535:doi
3477:doi
3435:doi
3396:doi
3357:doi
3318:doi
3279:doi
3240:doi
3201:doi
3170:doi
3130:doi
3074:hdl
3066:doi
3024:doi
2971:doi
2932:doi
2878:doi
2834:doi
2792:doi
2748:doi
2701:doi
2654:doi
2607:doi
2522:hdl
2514:doi
2463:doi
2413:doi
2371:doi
2340:doi
2283:doi
2225:doi
2178:doi
2139:doi
2100:doi
2057:doi
2007:doi
1919:doi
1867:hdl
1859:doi
1818:doi
1785:doi
1738:hdl
1730:doi
1726:102
1653:hdl
1645:doi
692:job
671:).
635:or
630:job
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