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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.

Data were gathered from 158 workers in a large retail company and analyzed through a regression methodology.

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.

This is a cross-sectional, single source study.

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.

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.

Business process reengineering (BPR) is a management improvement tool that entails radical changes to organizations' core processes, culture and legacy systems. Although BPR initiatives are favored by many mangers, employees on the other hand, perceive BPR as a potential threat to lose their jobs. This research aims to enhance the employee perception toward BPR implementation in the construction industry as BPR asks for job enlargement (number of different tasks) and enrichment (degree of responsibility) and doesn’t target the workforce downsizing by itself.

The research is conducted in Saudi Arabia by involving experienced construction industry practitioners in a survey questionnaire and semi-structured interviews to gain an insightful perception toward BPR constituents. BPR asks for job enlargement (number of different tasks) and enrichment (degree of responsibility). The survey questionnaire is verified from the literature related to BPR and pilot study through experienced construction practitioners. The experts validated the findings.

The findings of this research reveal a general positive acceptance toward BPR constituents in construction industry. Jobs enrichment and enlargement should be approached: by integrating IT with business functions (especially communication); developing flexible management systems; and encouraging and empowering employees to generate value through their jobs with more delegated authority.

The work is one of the few studies to address the concept of Business Process Reengineering in the construction industry. We explore two research questions as detailed in the submission (BPR perception in the construction industry, and how to have a successful BPR by job enlargement and enrichment. The methods can be extended to other industries and in different parts in the world.

In part 1 of this paper we used the concept of the occupational role to illustrate some of the contributions social scientists make to the better understanding of the problems confronting members of work organisations. The problem we were particularly interested in commenting upon was the difficulties surrounding the inter and intra‐organisational mobility of labour, and we used an analysis of the structure of the occupational role to examine the processes which result in the inability and/or unwillingness of employees to change their job.

To investigate the antecedents and contingencies of employee role enlargement.

The hypotheses were tested using hierarchical regression analysis on data obtained by surveying 186 line and administrative employees.

Results indicate that leader‐ and organization‐directed trust are positively related to employees' role enlargement toward individual‐ and organization‐directed citizenship behaviors (OCBOs). In addition, organizational justice moderated the above direct relationships. Specifically, interpersonal justice moderated the relationship between leader‐directed trust and role enlargement toward individual‐directed citizenship behaviors. Furthermore, procedural justice and distributive justice moderated the relationship between organization‐directed trust and role enlargement toward OCBOs, respectively.

Practitioners interested in interventions to enlarge the role perception of their employees can use organizational development interventions beyond the enhancement of social exchange factors such as leader‐ and organization‐directed trust. Depending on the desired individual or organizational focus of role enlargement, proper care should be given to fairness‐related components such as interpersonal, distributive and procedural justice.

The findings are valuable for those engaged in theory building and testing and for practitioners. From a theoretical perspective, the paper provides support for the interaction between trust and organizational justice and their impact on role enlargement. Practitioners can use these ideas to design organizational development interventions.

This article considers various definitions of the concept of job enrichment, and considers the findings of job enrichment studies. Some shortcomings in the theory and its application are illustrated, and these shortcomings are summarised so that instead of remaining isolated and incomprehensible failures they point to areas of deficiency. Directions for future work are suggested, both for practitioners and researchers.

Industrial sociologists and psychologists have often paid little more than scant attention to the actual work of the people they have been studying. The literature is full of brief comments about the work situation which lack both data and an analytical framework. This deficiency is surprising. Work content has been shown to have a significant impact on behaviour, morale, and productivity in the workplace. The purpose of job design research is to seek to understand this relationship more clearly and then to use research‐based insights to create jobs which are more satisfying to perform, and more efficient in performance. As such this body of knowledge should be a subject of particular relevance for personnel specialists since job content considerations should affect recruitment, training, placement and effort‐reward policies. However, although job content has very wide repercussions for the personnel area, job design is frequently left by default to the technical and engineering specialists, who seek to make their work system function effectively in production rather than human terms.

The purpose of this paper is to look at job design, motivation and teamwork. As the market gets more competitive, companies must change their plan of attack on almost a daily basis. They need to answer the question: what is the best way to do business? As employers look at job design they will find that it is not the only factor that indicates how productive employees are in the workplace. Motivation also determines how much energy employees will expend, as well as what tasks will be accomplished, and in what amount of time it will be completed.

Increasing productivity among employees is the key to a successful work group and firm. This paper will look at job design, motivation in the workplace and teamwork as they continue to be the major factors that determine the amount of work an individual does within a firm. Job design includes three main categories: job enlargement, job rotation, and job enrichment. The job characteristics model, a more recent approach to job design, includes five core job characteristics that include skill variety, task identity, task significance, autonomy, and job feedback.

The paper presents plenty of evidence that organizations are increasingly relying on teams to handle work once taken on by one person. Self‐managed teams are given the authority to make decisions that were once reserved for managers. Cross‐functional teams are used to improve coordination among different departments involved in carrying out a joint project. Many organizations are implementing these teams successfully into their structure. The result is that they are finding them to be more productive and prosperous than the work of single individuals.

Work teams such as self‐directed teams and cross‐functional teams are becoming increasingly popular among firms in today's work environment. Teams can work together in a dynamic business world to gain an edge over the competition.

Overall, job design, motivation, and teamwork tie together and create a work environment that can either help or hurt an organization. If a proper plan is implemented, then the firm should be more productively successful.

INTRODUCTIO The title of this review is rather misleading and inaccurate. It is true that jobs are structured and work is organised, but very few papers are written advocating the status quo. Most academics and all consultants make their names and indeed their livings by recommending, proposing and implementing change. Sometimes change for change's sake, often change because almost anything would be better than the existing situation. But always change.

Like all social institutions, work undergoes periodic redefinition. The definitive features of early industrial conceptions of work were

Most of us have read and thought about job enlargement, job enrichment, job design and restructuring. Much has been said and written on these subjects, and perhaps we may now be forgiven if we are somewhat confused by the differences in methodology, terminology, perspectives, etc presented by authors in this area.