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Journal articles on the topic 'Work design'

To see the other types of publications on this topic, follow the link: Work design.

Author: Grafiati

Published: 4 June 2021

Last updated: 31 July 2024

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1

Parker, Sharon K., Daniela M. Andrei, and Anja Van den Broeck. "Poor work design begets poor work design: Capacity and willingness antecedents of individual work design behavior." Journal of Applied Psychology 104, no. 7 (July 2019): 907–28. http://dx.doi.org/10.1037/apl0000383.

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2

Trickett, Terry. "Design at Work." Facilities 10, no. 2 (February 1992): 9–13. http://dx.doi.org/10.1108/eum0000000002176.

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3

Richter, Alexander, Peter Heinrich, Alexander Stocker, and Gerhard Schwabe. "Digital Work Design." Business & Information Systems Engineering 60, no. 3 (March 12, 2018): 259–64. http://dx.doi.org/10.1007/s12599-018-0534-4.

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4

Aoki, Kazuo. "Work Design and Mental Work-load." Japanese journal of ergonomics 31, Supplement (1995): 90–91. http://dx.doi.org/10.5100/jje.31.supplement_90.

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5

Read, Gemma J. M., Paul M. Salmon, and Michael G. Lenné. "From work analysis to work design: A review of cognitive work analysis design applications." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 56, no. 1 (September 2012): 368–72. http://dx.doi.org/10.1177/1071181312561084.

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6

Belenky, Michael M., and Gary A. Colangelo. "Design of work environment." Journal of the American Dental Association 113, no. 5 (November 1986): 720. http://dx.doi.org/10.14219/jada.archive.1986.0262.

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7

Stegmann, Sebastian, Rolf van Dick, Johannes Ullrich, Julie Charalambous, Birgit Menzel, Nikolai Egold, and Tina Tai-Chi Wu. "Der Work Design Questionnaire." Zeitschrift für Arbeits- und Organisationspsychologie A&O 54, no. 1 (January 2010): 1–28. http://dx.doi.org/10.1026/0932-4089/a000002.

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Der Work Design Questionnaire (WDQ, Morgeson & Humphrey, 2006 ) ist ein Fragebogen zur Analyse von Arbeitstätigkeiten. Er umfasst Aufgaben-, Wissens-, soziale und kontextuelle Arbeitsplatzmerkmale (insgesamt 21 Skalen). In diesem Beitrag wird eine deutsche Übersetzung des WDQ vorgestellt. Wir berichten Ergebnisse aus vier Studien, in denen die deutsche Version erstmals eingesetzt und überprüft wurde. In Studie 1 zeigten sich gute bis sehr gute interne Konsistenzen für die Skalen. Im Hinblick auf die Validität der Skalen konnten einige postulierte Zusammenhänge der über den WDQ erfassten Arbeitsplatzmerkmale mit Zufriedenheit, Arbeitsmotivation, Bedeutsamkeit, Verantwortlichkeit und dem Wissen um die Resultate nachgewiesen werden. Das differenzierte Muster der Zusammenhänge spricht für die getrennte Erfassung aller 21 Konstrukte. In Studie 2 konnten die Ergebnisse zu Reliabilität und Kriteriumsvalidität aus der ersten Studie repliziert werden. Darüber hinaus konnte die postulierte Faktorstruktur durch konfirmatorische Faktorenanalysen bestätigt werden. Es zeigten sich theoretisch plausible Unterschiede hinsichtlich Berufsgruppe, Selbstständigkeit und Führungsverantwortung. In Studie 3 konnte eine ausreichende zeitliche Stabilität der WDQ-Skalen nachgewiesen werden. In Studie 4 gaben wir den WDQ einer Stichprobe von Pflegekräften vor. Die Angaben sind deutlich homogener als in heterogenen Stichproben, was eine Erfassung von objektiv gegebenen Arbeitsmerkmalen durch den WDQ andeutet. Insgesamt sprechen die Ergebnisse der vier Studien für die Reliabilität und Validität des deutschen WDQ.

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8

Mahmoud-Jouini, Sihem Ben, Sebastian K. Fixson, and Didier Boulet. "Making Design Thinking Work." Research-Technology Management 62, no. 5 (September 3, 2019): 50–58. http://dx.doi.org/10.1080/08956308.2019.1638485.

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9

Lee, Yung-Hui T. "Toward Electronic Work Design." Proceedings of the Human Factors Society Annual Meeting 32, no. 11 (October 1988): 622–26. http://dx.doi.org/10.1518/107118188786762612.

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The dynamic behavior of a musculoskeletal link system in manual lifting is simulated by a mathematical model which contains a non-linear objective function and a set of linear, as well as non-linear constraints. The model was developed based upon the hypothesis that an individual performs the lifting motion following the principle of minimizing mechanical work done. The simulation model demonstrated that the associated differences between the predicted motion and the measured motion is biomechanically feasible and the accuracy is adequate enough with an average U statistics ranging from 0.012 to 0.2 09.

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10

Wilson, John. "Automation and work design." Applied Ergonomics 17, no. 1 (March 1986): 67–68. http://dx.doi.org/10.1016/0003-6870(86)90200-0.

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11

Parker, Sharon K., Toby D. Wall, and John L. Cordery. "Future work design research and practice: Towards an elaborated model of work design." Journal of Occupational and Organizational Psychology 74, no. 4 (November 2001): 413–40. http://dx.doi.org/10.1348/096317901167460.

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12

刘, 欢歌. "New Work of Ancient Tea: Aesthetic Research of the New Chinese Tea Space from an Aesthetic Perspective." Design 09, no. 01 (2024): 1303–9. http://dx.doi.org/10.12677/design.2024.91158.

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13

Brassett, Jamie, and Peter Booth. "Design Digestion: Work in Progress." Design Principles and Practices: An International Journal—Annual Review 2, no. 3 (2008): 75–82. http://dx.doi.org/10.18848/1833-1874/cgp/v02i03/37558.

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14

Duchesne, Sophie, and Viviane Le Hay. "The design of their work." Bulletin of Sociological Methodology/Bulletin de Méthodologie Sociologique 151, no. 1 (July 2021): 6–7. http://dx.doi.org/10.1177/07591063211019945a.

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15

Garland, Ken. "My design work for CND." Poster 1, no. 2 (January 25, 2011): 187–91. http://dx.doi.org/10.1386/post.1.2.187_1.

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16

Duffy, Francis. "Making design work for everyone." Building Research & Information 32, no. 2 (March 2004): 174–76. http://dx.doi.org/10.1080/0961321032000150430.

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17

Fehn, Theresa, and Astrid Schütz. "Rezension des Work Design Questionnaire." Zeitschrift für Arbeits- und Organisationspsychologie A&O 65, no. 1 (January 2021): 42–47. http://dx.doi.org/10.1026/0932-4089/a000347.

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18

Carayon, P., C. J. Alvarado, and A. Schoofs Hundt. "Work design and patient safety§." Theoretical Issues in Ergonomics Science 8, no. 5 (September 2007): 395–428. http://dx.doi.org/10.1080/14639220701193157.

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19

Lintern, Gavan. "Work-focused analysis and design." Cognition, Technology & Work 14, no. 1 (October 28, 2010): 71–81. http://dx.doi.org/10.1007/s10111-010-0167-y.

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20

Langfred, Claus W. "Work-Group Design and Autonomy." Small Group Research 31, no. 1 (February 2000): 54–70. http://dx.doi.org/10.1177/104649640003100103.

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21

Blomberg, Jeanette, Denise McLaughlin, and Lucy Suchman. "Work-oriented design at Xerox." Communications of the ACM 36, no. 6 (June 1993): 91. http://dx.doi.org/10.1145/153571.214828.

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22

Hambrose, Harold. "The Design of Everyday Work." Design Management Review 26, no. 2 (June 2015): 10–15. http://dx.doi.org/10.1111/drev.10319.

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23

Yadav, Aman. "Organizational Design and Work Culture." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 08, no. 06 (June 9, 2024): 1–5. http://dx.doi.org/10.55041/ijsrem35584.

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The relationship between work culture and organizational design has drawn a lot of attention in the modern corporate environment as a success factor for organizations. This abstract explores the mutually beneficial link between these two components and explains how their alignment promotes creativity, output, and worker engagement. The framework that governs the division of labour, roles, and duties inside an organization is known as organizational design. It establishes decision-making procedures, communication routes, and hierarchies. In addition to being effective, a well-designed organizational structure may also be adjusted to the changing needs of the market. At the same time, an organization's work culture encompasses the rules, beliefs, and behaviours that are common within it. It represents the general way of thinking, feeling, and doing things in work. A dynamic workplace culture fosters a feeling of community, promotes teamwork, and increases worker happiness. When it comes to organizational design The alignment of work culture and organizational design becomes a critical success factor in the pursuit of organizational excellence. This abstract delves deeper into this relationship and clarifies practical ways that firms can successfully align their structural frameworks with their cultural ethos. The understanding that organizational design and work culture are dynamic phenomena shaped by interconnected influences rather than static entities is at the core of this alignment. Because of this, promoting alignment calls for a comprehensive strategy that recognizes the complex interactions between structure and culture. An essential tactic is to perform a thorough analysis of organizational structure and workplace culture. This means assessing both cultural elements like values, norms, and communication as well as structural elements like hierarchies, workflows, and decision-making processes.

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24

Collin, Kaija. "Connecting work and learning: design engineers' learning at work." Journal of Workplace Learning 18, no. 7/8 (October 2006): 403–13. http://dx.doi.org/10.1108/13665620610692971.

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25

Schultz-Wild, R. "Work Design and Work Organization in Flexible Manufacturing Systems." IFAC Proceedings Volumes 20, no. 5 (July 1987): 311–17. http://dx.doi.org/10.1016/s1474-6670(17)55281-7.

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26

Arakawa, Masahiro, and Hayata Kobayashi. "Development of work design method considering work difficulty and analysis system in parts assembly works." Proceedings of Manufacturing Systems Division Conference 2022 (2022): 605. http://dx.doi.org/10.1299/jsmemsd.2022.605.

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27

MONTAÑEZ JUAN, MARIA ISABEL. "WORK DESIGN AND THE DIGITALIZATION OF THE SPANISH PUBLIC ADMINISTRATION: TOWARDS A SMART WORK DESIGN." RVGP 23, no. 23 (December 1, 2022): 64–73. http://dx.doi.org/10.47623/ivap-rvgp.23.2022.03.

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El diseño del trabajo tiene un impacto importante en los/as empleados/as, los equipos y las organizaciones. Las organizaciones públicas no son una excepción a este fenómeno. Las Administraciones Públicas españolas se enfrentan a importantes cambios en el diseño del trabajo derivados de la necesidad de digitalizar los puestos de este sector. Si no se garantiza un buen diseño del puesto, su digitalización puede traer riesgos para la salud, el bienestar y el rendimiento de los/as empleados/as. El objetivo de este artículo es proporcionar a los/as gerentes de las Administraciones Públicas españolas ideas para avanzar en la transformación digital de los puestos de trabajo rediseñándolos de forma que sean saludables, a la vez que productivos. Para alcanzar este objetivo, en este trabajo se describen dos mecanismos que explican por qué el diseño del trabajo es importante para las personas y cuáles son los beneficios de un buen diseño del puesto para empleados/as y organizaciones. Además, se presenta el modelo del diseño del trabajo SMART, como guía para un buen diseño de puestos y se ofrecen algunas recomendaciones prácticas. Finalmente, se introduce el concepto de job crafting como estrategia de rediseño de puestos para promover la carrera profesional horizontal de los/as empleados/as públicos. Lanaren diseinuak eragin handia du langileengan, taldeengan eta erakundeengan. Erakunde publikoak ere fenomeno horren eraginpean daude. Espainiako administrazio publikoek aldaketa handiak egin behar dituzte lanaren diseinuan, sektore horretako lanpostuak digitalizatzeko beharrak eraginda. Lanpostua ondo diseinatuta dagoela bermatzen ez bada, digitalizazioak arriskuak ekar ditzake langileen osasunerako, ongizaterako eta errendimendurako. Artikulu honen helburua da Espainiako administrazio publikoetako kudeatzaileei lanpostuen eraldaketa digitalean aurrera egiteko ideiak ematea, horiek birdiseinatu ditzaten, osasungarriak ez ezik produktiboak ere izan daitezen. Helburu hori lortzeko, lan honetan, bi mekanismo deskribatzen dira, horien bidez azaltzeko zergatik den pertsonentzat garrantzitsua lanaren diseinua eta zer-nolako onura dakarkien bai langileei, bai erakundeei, lanpostua ondo diseinatuta egoteak. Azkenik, SMART lanaren diseinuaren eredua aurkezten da, lanpostuak ondo diseinatzeko gida gisa, eta gomendio praktiko batzuk eskaintzen dira.Azkenik, job crafting kontzeptua gaineratzen da enplegatu publikoen karrera horizontala bultzatzeko estrategia gisa lanpostuak birdiseinatzeko. Work design has an important impact on employees, teams, and organizations. Public organizations are no exception to this phenomenon. Spanish Public Administrations are facing important changes in work design due to the digitalization needs in this sector. If a good work design is not ensured, digitalization can entail risks for the health, well-being, and performance of employees. The aim of this paper is to provide Spanish Public Administration managers with insights enabling them to advance with the digital transformation of workplaces by redesigning them in a way that ensuresboth the health and productivity of workers. To achieve this goal, this article describes two mechanisms that explain why work design is important to people and what the benefits of good work design are for employees and organizations. Further, the SMART work design model is presented as a guide to good work design and some practical recommendations are offered. Finally, the concept of job crafting is introduced as a job redesign strategy to promote the horizontal career of public employees.

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28

张, 婉煜. "On the Use of “Wind” Element in Fiber Artwork—Taking the Fiber Art Work “Finding the Orange” as an Example." Design 08, no. 04 (2023): 4100–4106. http://dx.doi.org/10.12677/design.2023.84503.

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29

Eggleston, Robert G., and Randall D. Whitaker. "Work Centered Support System Design: Using Frames to Reduce Work Complexity." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 46, no. 3 (September 2002): 265–69. http://dx.doi.org/10.1177/154193120204600310.

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We have been developing user interface clients as fully integrated support systems. A Work Centered Support System aids work by using direct and indirect, passive and active methods. An important property of WCSS systems is the use of form representations as passive devices to help reduce work complexity while simultaneously aid users in adaptive problem solving. Based on our experience implementing the design of three WCSSs we have distilled a set of three form-based design principles that help insure a work-centered perspective is expressed in the interface and that aid problem solving. These principles connect problem-solving objects with work domain objects at different levels of abstraction, utilize a first-person work ontology, and organize information selection and layout based on problem relationships. This paper describes the principles and uses illustrations from our designs to indicate how they reduce work complexity.

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30

Hahn, Kim Hongyoun. "In Pursuit of Design Vision Through Design Practice." Clothing and Textiles Research Journal 39, no. 1 (March 31, 2020): 55–70. http://dx.doi.org/10.1177/0887302x20913115.

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This article is about the designer’s journey in design research where the designer has developed a body of work. The development of each project’s design process, method, technique, and practice-led research are addressed. The purpose of this article was to contribute to the design discipline by sharing an example of how a design researcher develops a body of work. This article first describes the designer’s design value and design process which has guided the designer’s creative work and practice. The 10 different creative works are presented in chronological order as the designer’s design development progressed. The designer’s design framework is presented along with the future direction of the designer’s design work.

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31

Putra, Arga, and Medina Nilasari. "PENGARUH WORK DESIGN, ORGANIZATIONAL CULTURE, WORK COMPETENCE TERHADAP EMPLOYEE PERFORMANCE MELALUI WORK MOTIVATION." JMBI UNSRAT (Jurnal Ilmiah Manajemen Bisnis dan Inovasi Universitas Sam Ratulangi). 10, no. 1 (April 30, 2023): 581–98. http://dx.doi.org/10.35794/jmbi.v10i1.46159.

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Pasar kosmetik global mengalami kontraksi yang cukup dalam pada 2020. Hal tersebut sejalan dengan kondisi perekonomian dunia yang sedang lesu akibat pandemi Covid-19. Akibat dari penurunan penjualan kosmetik mengakibatkan banyaknya karyawan yang diberhentikan, sehingga jumlah pengangguran mengalami peningkatan dari tahun sebelumnya. Karyawan yang memiliki kinerja yang kurang baik bagi perusahaan akan mengalami pemberhentian kerja oleh perusahaan. Penelitian ini menganalisis pengaruh Work Design, Organizational Culture, dan Work Competence terhadap Employee Performance melalui Work Motivation. Populasi penelitian ini adalah Sales Promotion Girls kosmetik di Jakarta. Teknik pengambilan sampel menggunakan purposive sampling dengan jumlah sampel sebanyak 185. Teknik pengumpulan data menggunakan kuesioner yang telah diuji validitas dan reliabilitasnya. Teknik analisis data dengan menggunakan structural equation modeling (SEM) berbasis partial least squares (PLS). Hasil penelitian ini menunjukkan bahwa: work design berpengaruh negatif terhadap work motivation dan employee performance, organizational culture berpengaruh positif terhadap work motivation, organizational culture berpengaruh positif terhadap employee performance, work competence berpengaruh negatif work motivation, work competence berpengaruh positif terhadap employee performance, work motivation berpengaruh negatif terhadap employee performance, work design berpengaruh positif terhadap employee performance melalui work motivation, organizational culture berpengaruh negatif terhadap employee performance melalui work motivation, dan work competence berpengaruh positif terhadap employee performance melalui work motivation.

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32

Nurmi, Niina. "Work Design for Global Workers: Improving Work Relationships and Outcomes." Academy of Management Proceedings 2016, no. 1 (January 2016): 14034. http://dx.doi.org/10.5465/ambpp.2016.14034abstract.

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33

Brewer, Ann M. "Work Design for Flexible Work Scheduling: Barriers and Gender Implications." Gender, Work & Organization 7, no. 1 (January 2000): 33–44. http://dx.doi.org/10.1111/1468-0432.00091.

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34

Wang, Edward S. T., and Chia-Ling Lin. "How work design characteristics affect service employees’ work–family conflicts." Service Industries Journal 38, no. 13-14 (January 9, 2018): 925–47. http://dx.doi.org/10.1080/02642069.2017.1421635.

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35

Karwowski, Waldemar, and Mansour Rahimi. "Work design and work measurement: implications for advanced production systems." International Journal of Industrial Ergonomics 4, no. 3 (November 1989): 185–93. http://dx.doi.org/10.1016/0169-8141(89)90001-2.

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36

Brewer, Ann M. "Work design, flexible work arrangements and travel behaviour: policy implications." Transport Policy 5, no. 2 (April 1998): 93–101. http://dx.doi.org/10.1016/s0967-070x(98)00003-1.

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37

Masrek, Mohamad Noorman, Irwan Kamaruddin Abdul Kadir, and Mohd Faizal Hamzah. "Development of an individual work performance and work design questionnaire." International Journal of Society Systems Science 12, no. 1 (2020): 65. http://dx.doi.org/10.1504/ijsss.2020.10028749.

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38

Hamzah, Mohd Faizal, Mohamad Noorman Masrek, and Irwan Kamaruddin Abdul Kadir. "Development of an individual work performance and work design questionnaire." International Journal of Society Systems Science 12, no. 1 (2020): 65. http://dx.doi.org/10.1504/ijsss.2020.106950.

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39

Corbishley, Christopher, Gerard George, and Rifat Atun. "Organizational Design and Coordinating Dirty Work." Academy of Management Proceedings 2015, no. 1 (January 2015): 12534. http://dx.doi.org/10.5465/ambpp.2015.19.

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40

Singh, Nidhi, and Kajol Mittal. "Survey 0n Chatbot Work and Design." International Journal of Computer Sciences and Engineering 6, no. 5 (May 31, 2018): 721–23. http://dx.doi.org/10.26438/ijcse/v6i5.721723.

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41

Edwards, Jeffrey R., Daniela Andrei, Florian Erik Klonek, Caroline Knight, Yukun Liu, and M. K. Ward. "New Perspectives in Work Design Research." Academy of Management Proceedings 2018, no. 1 (August 2018): 15408. http://dx.doi.org/10.5465/ambpp.2018.15408symposium.

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42

Rodet, Cortney S. "Experiments on creativity and work design." Journal of Economics & Management Strategy 30, no. 3 (March 5, 2021): 600–613. http://dx.doi.org/10.1111/jems.12417.

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43

PLISKOVA, Barbora. "TEACHERS WORK DESIGN AT HOSPITAL KINDERGARTEN." Lifelong Education: the XXI century 37, no. 1 (March 2022): 105–17. http://dx.doi.org/10.15393/j5.art.2022.7431.

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44

Cappellini, Giacomo, Dario Maggiorini, and Laura Anna Ripamonti. "Supporting Team Work in Game Design." Computers in Entertainment 15, no. 1 (March 2017): 1–19. http://dx.doi.org/10.1145/2644829.

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45

Holman, David, Olga Epitropaki, and Sue Fernie. "LEARNING STRATEGIES, INNOVATION AND WORK DESIGN." Academy of Management Proceedings 2000, no. 1 (August 2000): A1—A6. http://dx.doi.org/10.5465/apbpp.2000.5535140.

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46

Cigolle, Mark, and Kim Coleman. "Computer Design Studio: Work in Process." Journal of Architectural Education (1984-) 43, no. 3 (1990): 26. http://dx.doi.org/10.2307/1425070.

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47

Cordery, John. "Reinventing Work Design Theory and Practice." Australian Psychologist 32, no. 3 (November 1997): 185–89. http://dx.doi.org/10.1080/00050069708257379.

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48

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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49

Ruszaj, Adam. "Bioinspiration in lightweight structures design work." Mechanik, no. 2 (February 2016): 88–92. http://dx.doi.org/10.17814/mechanik.2016.2.9.

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50

Whyte, Jennifer, and David Gann. "Design Quality Indicators: work in progress." Building Research & Information 31, no. 5 (January 2003): 387–98. http://dx.doi.org/10.1080/0961321032000107537.

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