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Journal of Business and Psychology

, Volume 6, Issue 2, pp 169–191 | Cite as

Neglected questions in job design: How people design jobs, task-job predictability, and influence of training

  • Michael A. Campion
  • Michael J. Stevens
Full Articles

Abstract

Three questions important to job design interventions but neglected in research were explored. First, how do people design jobs? Internal processes (e.g., growth needs) from psychological (or job enrichment) models of job design were not apparent. Instead, groupings of tasks into jobs suggested simple cognitive categorization based on task similarity, reflecting an engineering (or work simplification) orientation. Second, can job design be predicted from task design? Separate measures for job and task designs were unrelated, indicating that the whole is not predictable from the parts in job design, Third, can job design principles be trained? Subjects easily learned and applied different job design approaches.

Keywords

Social Psychology Social Issue Design Principle Design Approach Task Design 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Copyright information

© Human Sciences Press, Inc 1991

Authors and Affiliations

  • Michael A. Campion
    • 1
  • Michael J. Stevens
    • 1
  1. 1.Krannert School of ManagementPurdue UniversityWest Lafayette

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