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This study aims to unravel the role of teams’ job crafting in translating responsible leadership into their customer relationship performance.

The data were gathered from 87 managers and 608 employees from tour companies. The data analysis was performed via multilevel structural equation modeling.

The results demonstrated that crafting of team tasks played a mediating role for the link of responsible leadership to the team’s customer relationship performance. Task interdependence, outcome interdependence and their interaction attenuated the influence of responsible leadership on collective job crafting.

The results suggest that tourism managers can enhance customer relationship performance of their team through training and development of responsible leadership, encouraging team members’ crafting of team tasks, as well as enhancing outcome and task interdependence.

This research expands the literature by identifying how and when responsible leadership promotes team customer relationship performance in tourism companies.

The purpose of this paper is to examine the factors which influence positive and antagonistic job behavior of employees and their effects on work outcome. Such factors are regulated by the job design and policies of an organization. This is part of the findings.

The paper surveys a sample of 635 middle and lower level executives working in insurance organizations. Structural equation modeling was employed to test the nomological network.

Results reveal significant roles of empowerment and job interdependence in explaining positive job behavior and its influence on work outcome. In addition, limited role of organization support on employee job behavior was observed.

This study was limited by its cross-sectional design and self- reported data. Issues of common method bias have been addressed. The outcome of this quantitative research provides input for job design focused on increasing work outcome.

This study highlights that empowerment at work brings about positive work behavior that significantly enhances employee commitment to customer service. Further, organization support at work does not explain employee behavior influencing work outcome; whereas, most past studies show significant role of support factors. Antagonistic behavior does not necessarily make an individual decide to leave the organization, indicating that such behaviors can be controlled by managing the contextual factors. The findings offer insights to motivation and behavior-related theories and suggest a shift in HR practices by predicting employee behavior.

The purpose of this study is to address two gaps in the existing literature. The first is why some team members have peers depend on them for material, information, and support (referred to as initiated task interdependence) more so than do others, ceteris paribus. The second is the appropriateness of initiated interdependence given a team's composition.

In an ex post facto field study, task interdependence in 267 members of 18 intact teams were examined. The teams worked on complex and inherently interdependent tasks in a high‐technology manufacturing organization.

Whether team members perceived initiated task interdependence was explained by the degree to which members themselves depend on their peers (received interdependence), team members' belief in the value of teamwork, and team members' self‐efficacy for teamwork. As predicted, both collectivism and past job performance were associated with self‐efficacy for teamwork. The relationship between initiated interdependence and individual effectiveness was moderated by the team's collectivist orientation, such that team members were considered relatively effective by their peers when they were high in initiated task interdependence and when their team was composed of collectivists; or when they were low in initiated interdependence and when their team was composed of individualists.

Although a one‐factor test suggests that common method bias is not an overriding concern in interpreting our findings, the possibility of common method bias inflating the associates tested cannot be rules out. Also, we cannot say with certainty that exogenous variables “caused” changes in endogenous variables.

Study findings suggest ways to resolve a lack of task interdependence and the importance of team composition when considering peer performance ratings.

This paper offers a significant contribution to the literature on task interdependence and person‐group fit.

The purpose of this study is to examine the predictive effects of social context and its interaction effects with individual differences on job crafting behaviors. Specially, this paper draws on the purposeful work behavior theory to outline how the four social characteristics (social support, interdependence, interaction outside the organization and feedback from others) and the moderation effects of neuroticism predict task crafting, relational crafting and cognitive crafting.

The current study examined four social characteristics as antecedents of job crafting behaviors. The moderating effects of neuroticism were explored as well. By conducting a three-wave survey, the authors received a sample of 253 full-time incumbents in Japan. The data analysis used multiple regressions by using R language. Correlational and moderated regression analyses were performed to test this study’s hypotheses.

Empirical analysis of this study’s data shows some initial support for the application of the purposeful work behaviors theory to job crafting. The findings indicate that all four social characteristics promoted particular job crafting behaviors. Neuroticism was a significant moderator for the relationships between social support, interaction outside the organization, feedback from others and relative job crafting dimensions. The current study extends existing models of job crafting.

The current study makes significant theoretical contributions for both work design and job crafting literature. The present framework enriches our understanding of job crafting by demonstrating a picture of a moderated model between social characteristics and job crafting by uncovering the moderator – neuroticism. This study’s findings also contribute to managerial practices. Managers should build a supportive context and provide interdependence, interactions outside the organization and interpersonal performance feedback. To motivate employees with different personalities, offering different social context is necessary.

In this chapter we study job design. Do organizations plan precisely how the job is to be done ex ante, or ask workers to determine the process as they go? We first model this decision and predict complementarity among these following job attributes: multitasking, discretion, skills, and interdependence of tasks. We argue that characteristics of the firm and industry (e.g., product and technology, organizational change) can explain observed patterns and trends in job design. We then use novel data on these job attributes to examine these issues. As predicted, job designs tend to be “coherent” across these attributes within the same job. Job designs also tend to follow similar patterns across jobs in the same firm, and especially in the same establishment: when one job is optimized ex ante, others are more likely to be also. There is evidence that firms segregate different types of job designs across different establishments. At the industry level, both computer usage and R&D spending are related to job design decisions.

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.

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.

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.

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.

Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

The purpose of this study was to test the relationship between intrinsic motivation and work performance among individuals from a broad cross‐section of job types among public employees with the objectives of contributing to self‐determination theory and assisting public management practice and research.

Respondents were drawn from three municipalities located in Norway. A questionnaire was distributed to 2,015 employees through a web‐based tool (Questback), which resulted in complete data from 779 workers, representing a response rate of approximately 39 per cent.

The findings suggest that the relationships between job autonomy and work performance and task interdependence and work performance are partly mediated by intrinsic motivation, while the relationship between supervisor support for autonomy, competence, and development and work performance is fully mediated by intrinsic motivation.

The two most important limitations, which are discussed in more detail at the end of the paper, are the cross‐sectional nature of the study and the reliance on self‐reported questionnaire data.

The results support self‐determination theory and suggest that public and private sector managers should pay more attention to autonomy‐supportive work environments.

First, a recent review of self‐determination theory casts doubt on the performance implications of intrinsic motivation for less complex or interesting tasks. Thus, in order to increase our knowledge of the quality of self‐determination theory as a work motivation theory, empirical research that spans a broad cross‐section of jobs and functions in organisations is needed. Second, and despite the importance of motivation among public employees in an era of transformation to a more business‐oriented approach, there is little empirical research on public sector employee motivation.

Information technology (IT) professionals and their intentions to leave an organization have been studied by researchers; however, these studies do not compare the turnover intentions of IT professionals with non-IT professionals from the same institution. The purpose of this paper is to examine how IT and non-IT job professionals relate to motivational and social job characteristics and their impact on job satisfaction, job performance and turnover intentions.

Data were collected from IT-shared services employees through a survey and quantitative analyses were performed.

Among the motivational job characteristics, IT professionals experienced greater task significance than the non-IT job holders. With social job characteristics, IT professionals had greater outside interaction than the non-IT professionals. However, the non-IT professionals had greater intentions to leave the IT organization than the IT professionals. Additionally, the study examined the differences of the job characteristics and job outcomes among transactional, transformational, and professional advisory work groups. The professionals and advisory group differed from the other groups in terms of feedback from the job, job satisfaction, and turnover intentions.

The findings are based on a small sample. However, it highlights some unique differences in how IT and non-IT job occupants perceive job characteristics and job outcomes.

This study compares job characteristics and job outcomes of IT and non-IT job occupations in the same IT work environment.

The purpose of this paper is to develop and test a theoretical model that predicts a teleworker’s job satisfaction.

By drawing on the technostress model and job characteristics theory, this study proposed a theoretical model. The proposed model was tested through a survey of 258 teleworkers from two global IT companies that have adopted telework programs.

The results show that technology and job characteristics jointly induce teleworkers’ technostress, which in turn reduces their job satisfaction. The results also indicate that the manner in which technology and job characteristics influence teleworkers’ technostress varies depending on the intensity of teleworking (IOT). Interestingly, this study finds that teleworkers with a low IOT are more vulnerable to technostress than those with a high IOT.

By discussing the magnitude of the different factors that determine teleworkers’ technostress and job satisfaction, this study contributes to a more nuanced understanding of teleworkers’ challenges. The study provides insights and prescriptive guidelines that will help managers and companies develop strategies to maximize the benefits of teleworking implementation.

This study provides insights and prescriptive guidelines for managers or companies to develop strategies to maximize the benefits of teleworking implementation.

This paper is one of the first to develop and empirically test an integrated model of technostress and job characteristics. The paper outlines relevant research avenues for researchers investigating remote work and virtual collaboration.