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Journal articles on the topic 'Job design'

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Published: 4 June 2021

Last updated: 11 March 2023

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1

Demerouti, Evangelia. "Design Your Own Job Through Job Crafting." European Psychologist 19, no. 4 (January 1, 2014): 237–47. http://dx.doi.org/10.1027/1016-9040/a000188.

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Job crafting can be viewed as changes that employees initiate in the level of job demands and job resources in order to make their own job more meaningful, engaging, and satisfying. As such, job crafting can be used to complement top-down approaches to improve jobs in order to overcome the inadequacies of job redesign approaches, to respond to the complexity of contemporary jobs, and to deal with the needs of the current workforce. This review aims to provide an overview of the conceptualizations of job crafting, the reasons why individuals craft their jobs, as well as the hypothetical predictors and outcomes of job crafting. Furthermore, this review provides suggestions to organizations on how to manage job crafting in their processes, and how to stimulate more beneficial job crafting behavior. Although research on job crafting is still in its infancy, it is worthwhile for organizations to recognize its existence and to manage it such that it has beneficial effects on the employees and the organization at large.

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2

VESTAL, KATHERINE W. "Job Design." Nursing Management (Springhouse) 20, no. 12 (December 1989): 26???29. http://dx.doi.org/10.1097/00006247-198912000-00006.

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3

Bettini, Elizabeth A., Kristi Cheyney, Jun Wang, and Christopher Leko. "Job Design." Intervention in School and Clinic 50, no. 4 (April 30, 2014): 221–25. http://dx.doi.org/10.1177/1053451214532346.

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4

MACKAY, RUTH C., RONALD G. STOREY, JOHN D. MISICK, RICHARD H. GLUBE, and LINDA PEREIRA. "Job Design." Nursing Management (Springhouse) 18, no. 4 (April 1987): 80B. http://dx.doi.org/10.1097/00006247-198704000-00016.

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5

Konz, Stephan. "Ergonomic job design." International Journal of Industrial Ergonomics 1, no. 4 (August 1987): 307–8. http://dx.doi.org/10.1016/0169-8141(87)90026-6.

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6

Kelly, John. "Does Job Re-Design Theory Explain Job Re-Design Outcomes?" Human Relations 45, no. 8 (August 1992): 753–74. http://dx.doi.org/10.1177/001872679204500801.

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7

Karanika-Murray, Maria, George Michaelides, and Stephen J. Wood. "Job demands, job control, psychological climate, and job satisfaction." Journal of Organizational Effectiveness: People and Performance 4, no. 3 (September 4, 2017): 238–55. http://dx.doi.org/10.1108/joepp-02-2017-0012.

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Purpose Research into job design and employee outcomes has tended to examine job design in isolation of the wider organizational context, leading to calls to attend to the context in which work is embedded. The purpose of this paper is to examine the effects of the interaction between job design and psychological climate on job satisfaction. Design/methodology/approach Cognitive dissonance theory was used to explore the nature of this relationship and its effect on job satisfaction. The authors hypothesized that psychological climate (autonomy, competence, relatedness dimensions) augments favorable perceptions of job demands and control when there is consistency between them (augmentation effect) and compensates for unfavorable perceptions when they are inconsistent (compensation effect). Findings Analysis of data from 3,587 individuals partially supported the hypotheses. Compensation effects were observed for job demands under a high autonomy and competence climate and for job control under a low competence climate. Augmentation effects were observed for job demands under a high relatedness climate. Practical implications When designing jobs managers should take into account the effects of psychological climate on employee outcomes. Originality/value This study has offered a way to bridge the job design and psychological climate fields and demonstrated that the call for more attention to the context in which jobs are embedded is worth heeding.

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Campion, Michael A., and Michael J. Stevens. "Neglected questions in job design: How people design jobs, task-job predictability, and influence of training." Journal of Business and Psychology 6, no. 2 (1991): 169–91. http://dx.doi.org/10.1007/bf01126707.

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9

Yean Yng Ling, Florence, and Weiyan Toh. "Boosting facility managers’ personal and work outcomes through job design." Facilities 32, no. 13/14 (September 30, 2014): 825–44. http://dx.doi.org/10.1108/f-04-2013-0031.

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Purpose – This study aims to identify the job characteristics that would boost the personal and work outcomes (e.g. job satisfaction, internal motivation and output quality) of facility managers (FMs) in Singapore based on the Job Characteristics Theory. Design/methodology/approach – The research method is a survey method, and data were collected using a structured questionnaire from 34 FMs through electronic mail and by post. Findings – Using t-test of the mean, 23 out of the 39 identified job characteristics are found to be significantly present in FMs’ jobs. Pearson’s correlation analysis revealed that the job characteristics that are significantly correlated with personal and work outcomes of FMs include those that use a variety of skills, in which task identity is present, task is significant, allow autonomy, provide feedback and meet FMs’ growth needs. Research limitations/implications – The Job Characteristics Theory is found to be applicable to FMs’ jobs, but this needs to be generalized carefully because of the relatively small sample size. Practical implications – It is recommended that the significant job characteristics that are identified in this study be designed and incorporated into FMs’ jobs. These include setting up teams where members play their parts well; a reward system when a job is done well; a career path with ample opportunities for promotion; and communication channels that are clear and precise. Originality/value – Important job characteristics that could boost FMs’ job satisfaction, internal motivation and quality of work are identified. In addition, job characteristics that could reduce their likelihood of leaving the profession are also uncovered. These job characteristics should be designed into FMs’ jobs, so that firms have high performing and motivated FMs.

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10

Lauche, Kristina. "Job design for good design practice." Design Studies 26, no. 2 (March 2005): 191–213. http://dx.doi.org/10.1016/j.destud.2004.09.002.

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11

Tibbitts, Capt Barry, and Robert G. Keane. "Making Design Everybody's Job." Naval Engineers Journal 107, no. 3 (May 1995): 283–301. http://dx.doi.org/10.1111/j.1559-3584.1995.tb03052.x.

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12

Erez, Miriam. "Culture and job design." Journal of Organizational Behavior 31, no. 2-3 (January 22, 2010): 389–400. http://dx.doi.org/10.1002/job.651.

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13

CARAYON, PASCALE. "Job design and job stress in office workers." Ergonomics 36, no. 5 (May 1993): 463–77. http://dx.doi.org/10.1080/00140139308967905.

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Wicaksono, Agung Wahyu, Darmawanta Sembiring, Arief Rusdiansyah, and Parjan Parjan. "I HATE MY JOB : PERSPECTIVE DARI JOB DESIGN & JOB SATISFACTION." BISMA: Jurnal Bisnis dan Manajemen 16, no. 1 (March 31, 2022): 63. http://dx.doi.org/10.19184/bisma.v16i1.27814.

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This study discusses in detail the impact of job design on the job satisfaction of the treasurer of THRDA. Furthermore, the intervening variables that mediate the relationship between job design and job satisfaction will also be identified. These variables are remuneration, quality of work-life, promotion, teamwork, participative leadership, and organizational motivation. This research uses the quantitative method. The path analysis was operated using the Smart PLS application to analyze the data. The research instrument used is a questionnaire distributed to all treasurers of THRDA in Indonesia. Thirty-four treasurers out of 64 treasurers have filled out the questionnaire. The results showed that the job design of the treasurer did not affect the job satisfaction of the treasurer. Meanwhile, job design through the intervening variable has a significant indirect effect on the job satisfaction of the treasurer. Thus, the intervening variable has succeeded in fully mediating the relationship between job design and job satisfaction of the treasurer. Keywords: job design, job satisfaction, treasurer

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15

Banwait H. S, Banwait H. S., and Randhawa J. S. Randhawa J. S. "An overview: Implementation of Job Design in Organizations." International Journal of Scientific Research 2, no. 7 (June 1, 2012): 181–84. http://dx.doi.org/10.15373/22778179/july2013/60.

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16

Menachery, Thomas J. "Employees shaping their own jobs: how to enable job crafting?" Human Resource Management International Digest 26, no. 5 (July 9, 2018): 27–29. http://dx.doi.org/10.1108/hrmid-05-2018-0106.

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Purpose The purpose of this study is to review the latest developments in the area of job crafting and provide guidelines on how to enable job crafting. Design/methodology/approach The concept of job crafting is examined through a review, and the author gives his insights on the conditions to be created to enable job crafting. Findings In job crafting, individual employees and groups of employees customize their jobs by changing perceptions, tasks, and interactions related to their jobs in ways that would lead to work engagement and job satisfaction. Job crafting behavior is positively linked to engagement, work performance, job satisfaction, and employees’ well-being. Organizations can benefit by enabling job crafting to supplement top-down traditional job design approaches, thereby facilitating continuous improvement of jobs and innovation. Originality/value The different ways in which employees shape their jobs are examined, and guidelines on how to enable job crafting are elucidated.

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Purwanti, Rr Rista Nisa, Muhamad Azis Firdaus, and Rachmatullaily Rachmatullaily. "Job Design Dan Job Spesification Terhadap Produktivitas Organisasi Pegawai." INOVATOR 7, no. 2 (September 1, 2018): 144. http://dx.doi.org/10.32832/inovator.v7i2.1465.

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<p>Tujuan dalam penelitian ini adalah untuk mengetahui pengaruh Job Design dan Job Spesification terhadap Produktivitas di Pusat Sosial Ekonomi dan Kebijakan Pertanian (PSEKP) Bogor. Penelitian ini menggunakan metode survei dengan menggunakan data primer yang diperoleh dari kuesioner dan sampel dalam penelitian ini adalah 50 responden.Koefisien korelasi menunjukkan nilai R = 0,845 hal ini menunjukkan bahwa pengaruh antara variabel X? (Job Design) dan Y (Produktivitas) adalah Sangat Kuat dan Positif. Hasil koefisien determinasi sebesar 0,715 atau (71,5%) dengan persamaan regresinya adalah Y= 1,533+0,918 X? dan uji T hipotesis parsial dengan T hitung = 10,969 > T tabel = 1.677, maka Ho ditolak (Ha diterima) berarti bahwa terdapat pengaruh yang signifikan antara Job Design terhadap Produktivitas. Koefisien korelasi menunjukkan nilai R = 0,898 hal ini menunjukkan bahwa pengaruh antara variabel X? (Job Spesification) dan variabel Y (Produktivitas) adalah Sangat Kuat dan Positif. Hasil koefisien determinasi sebesar 0,807 atau (80,7%) dengan persamaan regresinya adalah Y= 3,837+0,964 X? dan uji T hipotesis parsial dengan T hitung = 14,165 > T tabel = 1.677, maka Ho ditolak (Ha diterima) berarti bahwa terdapat pengaruh yang signifikan antara Job Spesification terhadap Produktivitas.Koefisien korelasi menunjukkan nilai R = 0,904 hal ini menunjukkan bahwa pengaruh antara variabel X? (Job Design) dan X? (Job Spesification) secara bersama-sama terhadap Y (Produktivitas) adalah Sangat Kuat dan Positif. Fungsi regresinya Y=2,060 + 0,234 X? + 0,757 X?. Hasil koefisien determinasi yang disesuaikan sebesar 0,809 atau (80,9%). Karena F hitung = 104,522 > F tabel = 3,20, maka Ho ditolak (Ha diterima) berarti bahwa terdapat pengaruh yang signifikan antara Job Design dan Job Spesification secara bersama-sama terhadap Produktivitas.</p>

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18

ZHANG, Chun-Yu, Jia WEI, Xie-Ping CHEN, and Jin-Fu ZHANG. "Employee’s Job Crafting: A New Perspective of Job Design." Advances in Psychological Science 20, no. 8 (June 7, 2013): 1305–13. http://dx.doi.org/10.3724/sp.j.1042.2012.01305.

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19

Fahr, René. "Job Design and Job Satisfaction – Empirical Evidence for Germany?" management revu 22, no. 1 (2011): 28–46. http://dx.doi.org/10.5771/0935-9915-2011-1-28.

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20

Bartlett, A. L. Bart. "Job Characteristics and Job Design in Table-Service Restaurants." Journal of Human Resources in Hospitality & Tourism 6, no. 1 (February 26, 2007): 23–36. http://dx.doi.org/10.1300/j171v06n01_02.

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21

Osterman, Paul. "Job design in the context of the job market." Journal of Organizational Behavior 31, no. 2-3 (January 22, 2010): 401–11. http://dx.doi.org/10.1002/job.639.

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22

Hernaus, Tomislav, and Nina Pološki Vokic. "Work design for different generational cohorts." Journal of Organizational Change Management 27, no. 4 (July 8, 2014): 615–41. http://dx.doi.org/10.1108/jocm-05-2014-0104.

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Purpose – The purpose of this paper is to uncover the nature of job characteristics related to different generational cohorts (Baby-boomers, Generation X and Generation Y). Significant differences between four task and four social job characteristics across generational cohorts have been revealed. Design/methodology/approach – The empirical research was conducted through a field study of employees from large-sized Croatian organizations. A cross-sectional and cross-occupational research design was applied. A total of 512 knowledge workers (139 managers and 373 professionals) participated in the research. Descriptive and inferential statistical methods were used to determine and compare work design across generations. Findings – The results indicate that job characteristics are not equally represented within different generational cohorts. While the nature of task job characteristics is mostly irrespective of generations, social job characteristics to some extent differ among generational cohorts. High task variety, reasonably high task identity, and a moderate level of both received interdependence and task significance are recognized as common job characteristics of knowledge workers across generations. However, jobs of Baby-boomers, Xers, and Yers are idiosyncratic for work autonomy, interaction with others, initiated interdependence, and teamwork. Additionally, the inclusion of the work type as a control variable revealed that interaction with others does differ but only among generations of professionals. Originality/value – The present study is the first research in which generational similarities and differences have been empirically examined through job characteristics. The authors focused on knowledge workers within an under-researched context (studies about knowledge workers, work design and generational differences are rare or non-existent in south-eastern European countries), making this systematic investigation unique and practically significant.

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23

Banerjee, Pratyush. "Attracting Job-Seekers Through Online Job Advertisements." International Journal of Technology and Human Interaction 12, no. 3 (July 2016): 1–17. http://dx.doi.org/10.4018/ijthi.2016070101.

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Online recruitment research has time and again addressed the issue of lack of credibility of online job advertising media compared to traditional media such as newspapers and the issue of poor quality web design in E-recruitment. In this paper, the issues of lack of credibility and quality of E-recruitment channels have been addressed through the introduction of a) realistic job previews (RJP), b) company independent channels for advertising jobs online (for example Blogs), and c) podcasts for corporate previews in online job website design. Final year post-graduate students about to enter job market (N=457) took part in a 2x2x2 factorial experiment. The findings give distinct indications of the advantage of use of the above mentioned web design features on applicant perception of quality, credibility, and their subsequent development of organizational attractiveness and intention to apply for a job in the firm. Recommendations for practitioners have been highlighted through illustrated examples.

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24

NAGAMACHI, Mitsuo. "Industrial robot and job design." Journal of the Robotics Society of Japan 3, no. 1 (1985): 48–51. http://dx.doi.org/10.7210/jrsj.3.48.

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Nagamachi, Mitsuo. "Industrial robots and job design." Advanced Robotics 3, no. 2 (January 1988): 151–57. http://dx.doi.org/10.1163/156855389x00064.

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Rudolf, J., and C. Waite. "Completing the job interface design." IEEE Software 9, no. 6 (November 1992): 11–22. http://dx.doi.org/10.1109/52.168854.

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Bailey, John. "Job design and new technology." Work Study 41, no. 2 (February 1992): 25–26. http://dx.doi.org/10.1108/eum0000000002665.

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28

Davis, Gerald F. "Job design meets organizational sociology." Journal of Organizational Behavior 31, no. 2-3 (January 22, 2010): 302–8. http://dx.doi.org/10.1002/job.604.

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Tillman, Murray. "Job aids in text design." Performance + Instruction 24, no. 1 (February 1985): 24–25. http://dx.doi.org/10.1002/pfi.4150240112.

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30

Chen, Xujin, Xiaodong Hu, Tie-Yan Liu, Weidong Ma, Tao Qin, Pingzhong Tang, Changjun Wang, and Bo Zheng. "Efficient Mechanism Design for Online Scheduling." Journal of Artificial Intelligence Research 56 (July 27, 2016): 429–61. http://dx.doi.org/10.1613/jair.5100.

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This paper concerns the mechanism design for online scheduling in a strategic setting. In this setting, each job is owned by a self-interested agent who may misreport the release time, deadline, length, and value of her job, while we need to determine not only the schedule of the jobs, but also the payment of each agent. We focus on the design of incentive compatible (IC) mechanisms, and study the maximization of social welfare (i.e., the aggregated value of completed jobs) by competitive analysis. We first derive two lower bounds on the competitive ratio of any deterministic IC mechanism to characterize the landscape of our research. We then propose a deterministic IC mechanism and show that such a simple mechanism works very well for both the preemption-restart model and the preemption-resume model. We show the mechanism can achieve the optimal competitive ratio of 5 for equal-length jobs and a near optimal competitive ratio (within a constant factor) for unequal-length jobs.

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Berdicchia, Domenico, Francesco Nicolli, and Giovanni Masino. "Job enlargement, job crafting and the moderating role of self-competence." Journal of Managerial Psychology 31, no. 2 (March 14, 2016): 318–30. http://dx.doi.org/10.1108/jmp-01-2014-0019.

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Purpose – The purpose of this paper is to explore the relationship between job enlargement and some specific job crafting behaviors and to analyze the moderating role of self-competence. Design/methodology/approach – Data were gathered from 158 workers in a large retail company and analyzed through a regression methodology. Findings – Job enlargement is positively related to specific job crafting behaviors, such as increasing structural and social resources. Self-competence does not moderate the relationship between job enlargement and increasing structural resources; however, it does negatively moderate the relationship between job enlargement and increasing social resources. Research limitations/implications – This is a cross-sectional, single source study. Practical/implications – Organizations may implement job design policies aimed at facilitating the way workers proactively craft their jobs (increasing social and structural resources) by promoting a collaborative organizational culture and decreasing the social costs of job crafting initiatives. Originality/value – This study clarifies the role of contextual and personal antecedents to job crafting. More specifically, it shows that enlarged jobs and employees’ level of self-competence may significantly influence employees’ job crafting in the workplace.

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Vani, Dr B., and C. Naveen Kumar. "Design and Implementation of Job Recommendation Application ‘Jobs-3600’ for Job Seekers and Employers using Flutter." International Journal of Advanced Engineering, Management and Science 8, no. 6 (2022): 06–13. http://dx.doi.org/10.22161/ijaems.86.2.

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Top companies are recruiting people online and during and after covid, they work from home. Most of the recruiting companies select people by conducting online test and interviews. Likewise, job seekers also choose jobs online through online portals. Job recruitments nowadays become a very important and fundamental process for industries like Information Technology, Government, and private sectors. The web-based applications caused a substantial impact on the recruitment process. The implementation of online recruiting platforms has become a primary recruitment channel in most companies. While companies established job positions on these portals, job-seeker uses them to publish their profiles. Online recruitment platforms accomplished clear advantages for both employers and job-seekers by reducing the recruitment time and advertisement cost. There are certain recommendation systems available on the internet to support the users in searching for their requirements that match their preferences. A wide range of smart phone applications is popular to deal with all sorts of user's requirements. To improve the e-recruiting functionality, many job recommendation systems have been proposed. This paper analyzes and develop a job application process and related issues for building personalized recommendation systems for job-seekers by an application called ‘JOBS-3600.

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33

Campion, Michael A., and Chris J. Berger. "Conceptual and Empirical Integration of Job Design and Job Evaluation." Academy of Management Proceedings 1988, no. 1 (August 1988): 268–72. http://dx.doi.org/10.5465/ambpp.1988.4981117.

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Morrison, David, John Cordery, Antonia Girardi, and Roy Payne. "Job design, opportunities for skill utilization, and intrinsic job satisfaction." European Journal of Work and Organizational Psychology 14, no. 1 (March 2005): 59–79. http://dx.doi.org/10.1080/13594320444000272.

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35

Karanika-Murray, Maria, and George Michaelides. "Workplace design." Journal of Organizational Effectiveness: People and Performance 2, no. 3 (September 7, 2015): 224–43. http://dx.doi.org/10.1108/joepp-08-2014-0048.

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Purpose – Although both job design and its broader context are likely to drive motivation, little is known about the specific workplace characteristics that are important for motivation. The purpose of this paper is to present the Workplace Characteristics Model, which describes the workplace characteristics that can foster motivation, and the corresponding multilevel Workplace Design Questionnaire. Design/methodology/approach – The model is configured as nine workplace attributes describing climate for motivation at two levels, psychological and organizational. The multilevel multi-time questionnaire was validated with data from 4,287 individuals and 212 workplaces and with integrated regulation as the criterion outcome. Findings – Multilevel factor analysis and regression indicated good internal reliability, construct validity, and stability over time, and excellent concurrent and predictive validity of the questionnaire. Practical implications – The model could help to optimize job and workplace design by contextualizing motivation. The questionnaire offers advancement over single-level climate measures as it is validated simultaneously at two levels. Further research can focus on overcoming the low response rate typical for online surveys, on need fulfillment as the mediating variable, and on the joint influence of job and workplace characteristics on organizational behavior. Originality/value – This work responds to calls to incorporate context in research into organizational behavior and job design. An understanding of the workplace is a first step in this direction. This questionnaire is the first to be validated at multiple levels of analysis. Ultimately, workplace design could support job design and the development of inherently motivating workplaces.

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Khairunisa, Yuyun, Yeni Nurhasanah, and Ratu Verlaili. "Virtual Job Fair Information System Design Based on Augmented Reality/Virtual Reality." Sinkron 7, no. 4 (October 13, 2022): 2449–61. http://dx.doi.org/10.33395/sinkron.v7i4.11795.

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Organizing a job fair is one of the steps to bridge the needs of companies in finding workers and the needs of job seekers to find work. Creative Media State Polytechnic (Polimedia) as a vocational college provides support to alumni to get decent jobs and according to their fields of expertise. In accordance with one of the Main Performance Indicators (KPI) of higher education, namely graduates get decent jobs [1]. However, currently Polimedia does not have a system that supports the implementation of the job fair or is still done manually. Research with the theme of developing virtual job fair information systems based on augmented reality and virtual reality has two objectives. The first objective is to develop an information system that assists the process of posting job vacancies and allows users to register for available vacancies. Then the second is to facilitate virtual job fairs. Because apart from the impact of the COVID-19 pandemic, holding a virtual job fair can be a distinct advantage for alumni who are looking for work because they can significantly save transportation and accommodation costs. The system development methodology used is the System Development Lyfe Cycle (SDLC) with the waterfall method. The waterfall method is divided into five stages, namely the analysis, design, implementation, testing and support stages. The design phase uses the Unified Modeling Language (UML), namely use case diagrams and entity relationship diagrams, while the implementation phase of augmented reality uses 3D modeling, markers and interface adjustments. In addition, the design of augmented reality and virtual reality applications uses the A-FRAME framework.

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Bartling, Björn, Ernst Fehr, and Klaus M. Schmidt. "Screening, Competition, and Job Design: Economic Origins of Good Jobs." American Economic Review 102, no. 2 (April 1, 2012): 834–64. http://dx.doi.org/10.1257/aer.102.2.834.

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High-performance work systems give workers more discretion, thereby increasing effort productivity but also shirking opportunities. We show experimentally that screening for work attitude and labor market competition are causal determinants of the viability of high-performance work systems, and we identify the complementarities between discretion, rent-sharing, and screening that render them profitable. Two fundamentally distinct job designs emerge endogenously in our experiments: “bad” jobs with low discretion, low wages, and little rent-sharing, and “good” jobs with high discretion, high wages, and substantial rent-sharing. Good jobs are profitable only if employees can be screened, and labor market competition fosters their dissemination. (JEL D12, D82, J24, J31, J41, M12, M54)

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Immonen, Stina, and Eila Järvenpää. "Job Design and Job Stress among Female and Male Experts: Comparisons of Journalists and Judges." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 39, no. 12 (October 1995): 824–27. http://dx.doi.org/10.1177/154193129503901216.

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This paper deals job design factors and stress outcomes in two expert jobs. The study concerned 14 journalists and 28 judges in Finland. Data was collected by interviews and questionnaires. Connections between job design factors and stress outcomes were studied. Possible differences between male and female experts in their perceptions of job design factors and stress outcomes were of special interest. The results showed that both the judges and the journalists reported high levels of skill variety, task identity, autonomy and dealing with others and workload. However, both groups reported a rather low level of anxiety. Slight differences between men and women were found in stress outcomes, which indicate that in the same job women might experience job stress differently from men. These findings indicate that gender might be important in job design, and that the effects of gender should be further studied.

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Hendrick, Hal W. "Work System and Job Design Factors in Preventing Wmsds in VDT Operators." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 38, no. 7 (October 1994): 419–23. http://dx.doi.org/10.1177/154193129403800702.

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Recent research is reviewed which indicates conventional work station design ergonomics is insufficient, by itself, to prevent WMSDs in typical VDT jobs; and that work system design and related psychosocial variables appear critical. Three common system design practices are cited as the basis for the widespread poor design of VDT work systems and jobs. Macroergonomics is proposed as a work system and job design approach that circumvents the deficiencies of these three common design practices. Specific job design factors from the literature are identified.

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Yin, Hao, and Guang Xue Chen. "3D Printing Job Editor for Workflow Visualization Design and Implementation." Applied Mechanics and Materials 644-650 (September 2014): 2661–65. http://dx.doi.org/10.4028/www.scientific.net/amm.644-650.2661.

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This paper presents design and development of a viewing and editing tool, namely 3DPJ Editor, for Workflow visualization of 3D Print Job files. 3D Print Job (3DPJ) is an XML based format for 3D Printing job purposed to enable automation and integration of multiple vendor systems in a 3D Printing manufacture environment. The paper also shows preliminary 3DPJ format for further development of 3D Printing manufacture community with multiple vendors. The 3DPJ Format tries to separate content information and meta-data of 3D Print Jobs, in order to integrate different processes into one standard 3D Printing Workflow. The complete specification of 3DPJ should be further complex and comprehensive, and it should be gradually adopted by major 3D Printer vendors.

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Al Abdullah, Hassan A., Mohamed A. Zytoon, and Nader H. Al Sayed. "Assessment of the Quality of Job Descriptions of Safety Jobs in the Saudi Companies." Journal of Safety Studies 4, no. 1 (January 15, 2018): 1. http://dx.doi.org/10.5296/jss.v4i1.12210.

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The poor occupational safety and health (OSH) performance of many sectors in Saudi Arabia necessitates studying the reasons behind this performance. While other studies addressed many potential reasons, the objective of the current study is to investigate the quality of job descriptions of the safety jobs in Saudi Arabia. A sample of 69 job descriptions for several safety job titles and from different industrial or service sectors were analyzed to discover the important factors that may have an impact. The results revealed that there are some gaps in the design of the sampled job descriptions' components, particularly in the job information and the required qualifications for the jobs. The quality of job descriptions varied from one industrial sector to another, with oil & gas, petrochemicals and utilities sectors being in the top, and manufacturing, education/training, construction, and service/retail/distribution in the bottom in terms of job descriptions quality. There was no clear relationship between the safety job title and the quality of job descriptions. However, the required experience had positive impact on the quality of job descriptions of safety jobs. It is recommended that further studies covering a larger sample size of job descriptions to be conducted to obtain results that can be generalized and utilized in setting proper policies to improve the practices of the Saudi companies in the design of job descriptions of safety jobs and, hence, hiring the appropriate safety professionals.

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Bin, Zeng, and Jing Zhang. "Design of a Resource Scheduling Tool for Production Project Management." Applied Mechanics and Materials 220-223 (November 2012): 165–68. http://dx.doi.org/10.4028/www.scientific.net/amm.220-223.165.

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Production planning is clearly needed in all manufacturing systems, and that is also the case for job shops. When dealing with a small number of products or jobs repetitive scheduling becomes a major issue. In this situation, the same tasks are performed sequentially and repeated from job to job. To help with this problem, a resource scheduling tool is developed that would work alongside Microsoft Project. This tool should act as a front end to Microsoft Project and allow for the creation of a schedule with a minimal amount of work for the scheduling manager. Due to the repetitive nature of production processes, the tool should be able to eliminate most of the manual scheduling currently done exclusively in MS Project.

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Kim, Yuna, and John S. Talbott. "Marketing social selling jobs: a re-labelling strategy." Marketing Intelligence & Planning 36, no. 1 (February 5, 2018): 2–16. http://dx.doi.org/10.1108/mip-03-2017-0056.

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Purpose The purpose of this paper is to investigate whether communicating recent changes in the sales profession, shifting from a performance-focused model to a customer need-focused model, to job candidates by re-labeling job descriptions can increase job candidates’ interest in pursuing sales jobs. Design/methodology/approach Two experiments using job candidates (undergraduate business students) were conducted at two public US universities to examine: whether job candidates use job title or job description to determine their interest in pursuing jobs and whether terminology used in the job description affects job candidates’ interest in pursuing sales jobs. Findings Results show that job candidates’ interest in pursuing jobs are affected by job titles more than the actual job responsibilities. Further, job candidates’ interest in pursuing sales jobs is affected by terminology used in the job descriptions, where customer need-focused (selling-focused) terminology increases (decreases) interest in pursuing a sales job. Practical implications Sales jobs have been recognized as one of the hardest job positions to fill. Results from this paper can help recruiters develop effective strategies to improve job candidates’ interest in pursuing sales jobs, especially the emerging social selling jobs. Originality/value Contrary to most extant research that investigates resistance toward sales jobs by examining job candidates’ idiosyncratic characteristics, this paper adopts a branding and consumer learning perspective and examines how job candidates’ interest in pursuing a job is influenced by their ability or willingness to process job information.

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FRANKLIN, I., D. PAIN, E. GREEN, and J. OWEN. "Job design within a human centred (system) design framework." Behaviour & Information Technology 11, no. 3 (May 1992): 141–50. http://dx.doi.org/10.1080/01449299208924331.

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Asensio-Cuesta, García-Gómez, Poza-Luján, and Conejero. "A Game-Theory Method to Design Job Rotation Schedules to Prevent Musculoskeletal Disorders Based on Workers’ Preferences and Competencies." International Journal of Environmental Research and Public Health 16, no. 23 (November 22, 2019): 4666. http://dx.doi.org/10.3390/ijerph16234666.

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Job rotation is an organizational strategy based on the systematic exchange of workers between jobs in a planned manner according to specific criteria. This study presents the GS-Rot method, a method based on Game Theory, in order to design job rotation schedules by considering not only workers’ job preferences, but also the competencies required for different jobs. With this approach, we promote workers’ active participation in the design of the rotation plan. It also let us deal with restrictions in assigning workers to job positions according to their disabilities (temporal or permanent). The GS-Rot method has been implemented online and applied to a case in a work environment characterized by the presence of a high repetition of movements, which is a significant risk factor associated with work-related musculoskeletal disorders (WMSDs). A total of 17 workstations and 17 workers were involved in the rotation, four of them with physical/psychological limitations. Feasible job rotation schedules were obtained in a short time (average time 27.4 milliseconds). The results indicate that in the rotations driven by preference priorities, almost all the workers (94.11%) were assigned to one of their top five preferences. Likewise, 48.52% of job positions were assigned to workers in their top five of their competence lists. When jobs were assigned according to competence, 58.82% of workers got an assignment among their top five competence lists. Furthermore, 55.87% of the workers achieved jobs in their top five preferences. In both rotation scenarios, the workers varied performed jobs, and fatigue accumulation was balanced among them. The GS-Rot method achieved feasible and uniform solutions regarding the workers’ exposure to job repetitiveness.

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Ida, A., F. Maeda, and K. Hamashima. "The Aged and Ergonomics, Job Design." Japanese journal of ergonomics 25, Supplement (1989): 47. http://dx.doi.org/10.5100/jje.25.supplement_47.

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Edwards, Jeffrey R., Jared Shaw Allen, and Reka Anna Lassu. "Job Design Characteristics and Well-Being." Academy of Management Proceedings 2017, no. 1 (August 2017): 15721. http://dx.doi.org/10.5465/ambpp.2017.15721symposium.

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Dutschke, Georg, Lia Jacobsohn, Alvaro Dias, and Jaime Combadão. "The job design happiness scale (JDHS)." Journal of Organizational Change Management 32, no. 7 (November 11, 2019): 709–24. http://dx.doi.org/10.1108/jocm-01-2018-0035.

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Purpose The purpose of this paper is to identify the factors that individuals consider necessary to be happy in their job. Based on these factors, a measure of job design happiness (JDH) is proposed. Design/methodology/approach Two methods were applied: a qualitative study with content analyses (n=969) to develop an exploratory questionnaire; and exploratory and confirmatory factor analysis by applying structural equations models. In this second study the questionnaire was sent to a second sample (n=1,079). Findings Five first-order factors were identified: self-fulfillment; group working, attaining goals; leadership; and sustainability and job/family balance. These factors are explained by a second order factor: JDH. Research limitations/implications Further research is needed to determine how the identified “job design happiness” components may interact with one another. Testing the measure of different industries and national cultures is also suggested. Practical implications Managers and human resources practitioners can improve job and organizational performance by applying the scale in several moments in time measuring the job happiness “pulse,” monitoring their decisions. Social implications The adoption of this measure for decision making in organizational and job design can contribute to the improvement of living standards and firm sustainability. Originality/value Research on organizational happiness has been increasing but instruments to measure JDH, considering organizational factors, are limited.

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Broadbent, Donald E. "The clinical impact of job design." British Journal of Clinical Psychology 24, no. 1 (February 1985): 33–44. http://dx.doi.org/10.1111/j.2044-8260.1985.tb01311.x.

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Schottner, A. "Relational Contracts, Multitasking, and Job Design." Journal of Law, Economics, and Organization 24, no. 1 (September 12, 2007): 138–62. http://dx.doi.org/10.1093/jleo/ewm044.

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