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This research explores the link between job redesign and skilling in three Lebanese service provider industries, aiming to understand how these factors affect organizational agility, a crucial factor for efficiency and effectiveness and promote long-term interventions through job redesign, upskilling and reskilling.

This study employed two surveys, one for personnel (employees) and one for human aid managers (HR managers). These surveys collected data from 384 employees and 67 HR managers. The study utilized a work design questionnaire (WDQ), skilling application evaluation and the change acceptance model and testing to evaluate job redesign, skilling application effectiveness, technology acceptance and change readiness.

It was revealed that there is a significant and positive relationship between job redesign and the application of skilling programs. This relationship was shown to enhance organizational agility, with a particular focus on employees' technology acceptance and readiness for change. The integrated framework that combines job redesign, upskilling and reskilling was empirically tested and found to enable organizations to build their agility. The study also identified challenges and offered solutions for implementation, emphasizing the importance of employee responsiveness.

This research emphasizes the need for organizations to adapt job designs and enhance employee skills to enhance organizational agility, recommending a structured approach that combines job redesign and skill development efforts.

This research integrates job redesign, upskilling and reskilling in Lebanese service provider industries, contributing to organizational change and workforce development. It emphasizes technology acceptance and readiness for change.

The purpose of this paper is to examine the effect of job redesign as well as that of the interaction effect of job redesign and job satisfaction on employee performance.

The qualitative research method is used, i.e., in-depth interviews, to validate the questionnaire which is modified based on the well-established Job Diagnostic Survey instrument. A large-scale questionnaire survey was conducted in 2012 taking the hotel and resort industry and the banking industry in Thailand as its research sites. Multiple regression analysis was used to analyse the survey data obtained from 295 sample respondent managers.

It is found that job redesign is significantly and inversely related to employee performance. Meanwhile job satisfaction is found to be positively and significantly related to employee performance. Moreover, the interaction effect between job redesign and job satisfaction is found to be positively and significantly related to employee performance. Furthermore, when controlled for demographic characteristics of sample respondents, it is found that being in the age group of 37-47 years old is significantly and inversely related to employee performance. These findings suggest that when firms implement job redesign, it is likely that it will negatively influence employee performance in the first stage of change. Hence, firms should try to enhance employee job satisfaction while implementing job redesign so that the job redesign will result in improved employee performance. The findings suggest that implementing job redesign without concerned employees experiencing job satisfaction or merely implementing job redesign can result in a possible decreased employee performance. These findings also suggest that any proposed job redesign will be an effective HR strategy to significantly mobilize employee performance only when firms ensure that the implementation of job redesign involves the concerned employees and enhances their job satisfaction.

Job redesign by itself is found to have a significant negative effect on employee performance while job satisfaction is found to always positively and significantly influence employee performance. This study ascertains the positive interaction effect of job redesign and job satisfaction for employee performance improvement. These findings suggest that job satisfaction positively moderates the effect of job redesign on employee performance.

The purpose of this paper is to elicit the determinants of information technology (IT) professional work change and investigates the impact of such changes on IT professionals. Specifically, this paper investigates the effect of work redesign on two personal outcomes: self‐perceived psychological empowerment and organizational commitment.

An empirical study is conducted in the field of high‐tech industrial organizations in Taiwan. Data collected from 40 technological companies, located in the Taipei and Hsinchu Science Parks (n=428), are analyzed using structural equation modeling.

The results confirm that both work redesign and empowerment generate positive and direct influence on employees' commitment. Specially, the effect of work redesign is amplified on employee commitment through the implementation of employee empowerment.

The conceptual structural equation model provides useful information for managers to improve employees' commitment towards their work and the organizations through the proper employee empowerment policies.

As technology continues to change at a rapid pace, IT professionals are required to adapt to new tasks and enhanced roles. The paper demonstrates how work redesign indirectly but positively influences employees' work commitment and illustrates the mediate effect of employee empowerment on employee commitment.

In the considerable literature on the use of information systems in organisations there are occasional discussions of issues broadly relevant to the area of job redesign. Hedberg, for example, has pointed to the potential of such systems for facilitating organisational change, advocating what he termed ‘participative management information systems’. Attention has also been paid to the influence that computers and information systems have on different forms of employee participation (see for example Mumford and Sackman). But very few writers have specifically considered the impact of information systems on attempts at redesigning people's jobs. Of the few acknowledging the centrality of these systems, Wilkinson has stated that ‘a careful analysis and some redesign of the information systems … seems to be one of the most important aspects of redesigning jobs’, and Birchall in his statement that ‘information systems must make available all the data required for execution of decision‐making duties’, has intimated why this may be necessary. More recently Sime and Fitter have discussed the information needs of those responsible for making decisions, commenting that these needs are likely to change if decision‐making is devolved by job redesign exercises.

To examine the introduction of role‐redesign in the NHS and highlight implications for employment relations.

A 12‐month independent evaluation (2003‐2004) of a role redesign initiative in the NHS is reported. The study followed a developmental, case‐study design and included secondary data analysis, semi‐structured interviews and observations at five case‐study sites.

The role redesign process involved four types of change to job content: skill‐mix changes; job widening; job deepening; and development of new roles. Each of these changes had implications for employment relations in terms of remuneration, management and accountability, and education and training.

The research involves one initiative in the NHS and was evaluating a developing programme. Whilst implications are suggested for efforts at role redesign generally the research specifically relates to NHS organisations.

Three aspects of employment relations are identified as important when attempting role redesign: remuneration, management and accountability, and education and training.

This paper offers the first account of this national NHS role redesign initiative.

Redesign activity is taking place within organizations faced with rapidly changing business environments. In this article, the current state of organization redesign, the role of information systems, and the effect of redesign activities on job satisfaction and motivation are reviewed. The current state and projected trends are then related to a field study conducted at the Zeeland, Michigan, machine processing plant (ZMP) of Herman Miller. Interviews with both hourly and managerial personnel were conducted. The results of the interviews suggest that effective redesign efforts focus on the human or intangible aspects, as well as structural changes.

Accelerating environmental turbulence in the health care industry has led to a significant interest in strategic management and work redesign. This paper examines different types of generic hospital strategies and alternative approaches to work redesign, and proposes a contingency framework consisting of these two important organizational elements for improved hospital effectiveness.

The purpose of this paper is threefold: first, to present an overview of job crating conceptualizations; second, to illustrate various job crafting interventions proposed by scholars to intrude and encourage job crafting behaviour among workforce; and next, based on findings from the literature, to underline the significance of job crafting interventions in predicting various positive individual and organisational outcomes. The reasons why job crafting interventions are essential in organisations are discussed at the end as managerial implication.

A general review of the job crafting literature has been performed to offer the precise knowledge on the concept job crafting as well as job crafting interventions along with its significance and managerial implications.

The job crafting is the most discussed bottom-up redesign approach and gaining popularity in the job design literature. The researchers and practitioners are acknowledging the importance of job crafting interventions and understanding the urgency of incorporating such interventions at organisation.

The formal job crafting intervention instituted at organisation (e.g. inclusion of job crafting training in company’s manuals) could be instrumental to build up the job crafting behaviour among workforce and may overall develop the context that cultivates job crafting.

A summarised portrayal job crafting as well as job crafting interventions has been provided in this review in order to create awareness of leaders and employees regarding the method through which they can adjust tasks to their own requirements to realise more delight, engagement, and meaning in the job.

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.

Based on the latest research on the topic of integrated manufacturing (IM), attempts to integrate macro‐organizational and micro‐organizational factors which have been found to relate to the new manufacturing paradigm. Commences with a definition of IM and its three prominent components: advanced manufacturing technologies (AMT) just‐in‐time inventory and total quality management. Follows with an evaluation of the moderating role of the organizational context in the relationship between IM and job design characteristics. Critically examines organizational performance, size, dependency as well as structure and culture and their effects on such implementation outcomes as: productivity, job satisfaction and job‐related strain. Investigates the impact of IM on human resource practices: staffing, training, performance appraisal and rewards. Concludes with a suggested implementation sequence which identifies critical elements and develops strategies and priorities for a successful transition to IM.