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Based on achievement motivation theory and two-factor theory, this research aimed to synergize cooperative goal interdependence (refer to possessing incentive factors) and illegitimate tasks (refer to the absence of security factors) and build a triple interaction model in the process of performance pressure affecting employees’ thriving at work.

This research collected 291 valid data through a two-point time-lagged method to test the direct effect of performance pressure on employees’ thriving at work and its moderating mechanism.

Performance pressure has a significant positive effect on employees’ thriving at work. Cooperative goal interdependence imposes an enhanced moderating effect between performance pressure and employees’ thriving at work. Illegitimate task imposes an interfering moderating effect between performance pressure and employees’ thriving at work and further interferes the enhanced moderating effect of cooperative goal interdependence.

Under the premise of advocating for employees to internalize performance pressure originating from the organizational performance management system into their own achievement motivation, leaders should establish incentive systems and security systems for employees to realize self-achievement through the process of goal management and task management.

This research confirmed the joint determination of incentive effect and insecurity effect on employees’ achievement motivation by cooperative goal interdependence and illegitimate task and revealed the boundary conditions of employees’ choice of thriving at work.

The design of work has been shown to influence a host of attitudinal, behavioral, cognitive, well-being, and organizational outcomes. Despite its clear importance, scholarly interest in the topic has diminished over the past 20 years. Fortunately, a recent body of research has sought to reenergize research into work design by expanding our view of work design from a narrow set of motivational work features to one that incorporates broader social and contextual elements. In this chapter we seek to review the literature on work design and develop a framework that integrates both job and team design research. We begin by briefly reviewing the history of work design in order to provide needed historical context and illustrate the evolution of job and team design. We then define work design, particularly as it relates to incorporating job and team design elements and transitioning from a view of jobs to one of roles. Following this, we identify a comprehensive set of work design outcomes that provide the basis for understanding the impact that different work characteristics can have on individuals and teams. We then offer an extended discussion of our integrative model of work design, which includes three sources of work characteristics (task, social, and contextual) and the worker characteristics implied by these characteristics. Having defined the range of work and worker characteristics, we then discuss some of the fit and composition issues that arise when designing work, as well as discuss the mechanisms through which the work characteristics have their impact on outcomes. Finally, we discuss research into informal forms of work design.

A core concept of work–home interface research is boundary permeability – the frequency with which elements from one domain cross, or permeate, the boundary of another domain. Yet, there remains ambiguity as to what these elements are and how these permeations impact important outcomes such as role satisfaction and role performance. The authors introduce a multidimensional perspective of work–home boundary permeability, identifying five forms of boundary permeation: task, psychological, role referencing, object, and people. Furthermore, based on the notion that employee control over boundary permeability behavior is the key to achieving role satisfaction and role performance, the authors examine how organizations’ HR practices, leadership, and norms impact employee control over boundary permeability in the work and home domains. The authors conclude with an agenda for future research.

At the dawn of a new decade, as ever more corporations are pursuing sustainable working conditions and advocating employee well-being, employees are increasingly tending to feel fatigued and drained by their work, which compromises their performance. Drawing on the job demands–resources model and social acceleration debate, the authors test a moderated mediation model. Specifically, the authors hypothesise that unreasonable tasks raise perceptions of emotional exhaustion when the pace of work is increased and investigate the moderating role of psychological detachment.

This study used a sample of 245 employees from Europe, all knowledge workers, to test the hypotheses.

Apart from unreasonable tasks being directly related with emotional exhaustion, this relationship was mediated by the perceived work pace. In addition, the authors establish psychological detachment as a relevant moderator for the mediating effect.

Managers and HR practitioners are equipped with a better understanding of the effects of an increasing speed of work, the conditions leading to it and the individual and organizational resources that may help to create healthy and meaningful job positions, which facilitate employee efficiency.

Our study expands the literature on contemporary stressors and adds to what is known about the ‘dark side’ of job demands that affect the organizational bottom-line, as well as the resource-based mechanism that can buffer the negative effects.

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.

The purpose of this paper is to examine information-seeking behavior (ISB) of strategic planners in enterprise across different work-task types and stages.

A case study was conducted in a pharmaceutical company in China, labeled as T Company. One of the authors worked in the department of strategic planning of this company as an intern. The data were collected via participant observation and unstructured in-depth interviews. Open coding was performed to analyze the data.

Four work-task stages were identified: project preparation, gathering, discovery and presentation, and strategy formulation. The results indicate that work-task types, work-task stages, and strategic planners’ work role or position affect their information needs, source selection, and seeking process. Task complexity, task familiarity, and task goal are of the most important task attributes that directly shape strategic planners’ ISB. Work role determines the extent to which strategic planners can access the information of the company. Internal information has priority, but external information is also important when internal information is not sufficient; both are equally important for strategic planning projects. Social media has been a very important channel to access, disseminate and share information. Workshops are an important approach to producing final project reports. Face-to-face discussion and information exchange play a critical role in the formulation of new strategies.

This is a case study with data collected from only one company in China. Some of the results may not be generalizable. However, it adds new knowledge to ISB research in enterprise, informs people how to provide better information services for strategic planners, and informs MBA education for students’ better information-seeking skills.

Though myriad studies on ISB, little research has been done to examine strategic planners’ ISB from a business context, especially taking into account the effect of work-task types and stages.

The purpose of the study is to examine enterprise searching practices across different work areas and work tasks in an enterprise search system in an international biotechnology company.

A mixed-method approach studying employees' authentic search activities during a 4-month period by log data, questionnaire survey and interviews. The log data analysed the entire active searcher group, whereas the questionnaire and interviews focused on frequent searchers.

The three studies provided insight into the searching activities and an understanding of the way searchers used the enterprise search system to search for information as part of their work tasks. The data identified three searcher groups, each with specific search characteristics. Four work task types were identified, and for all four types the searchers applied a tracing searching technique with use of contextual and historical relationships as paths.

The findings point to the importance of knowledge on historical and contextual relations in enterprise search.

The work sheds new light on enterprise searchers' information search practices. A significant contribution is the identification of a tracing search method used in relation to four essential work task types. Another contribution is the importance of historical and contextual knowledge to support the tracing search and decide what paths to follow.

Both task‐based and work‐oriented research approaches have proved their value in information science research. A task is a workable analytical unit of human activity, which brings the level of explication close enough to cater for individual actions and their consequences. Similarly, work and work roles have been effective concepts at explicating the broad patterns of professional information activity. Major issues of the existing approaches are the difficulty of conceptualising the contexts of tasks and the relatively high level of abstraction of a work level scrutiny. The purpose of this paper is to discuss how the concepts of “work”, “work role” and “task” might be integrated into a common research agenda. It is suggested that the explication of work and work roles might serve in providing additional understanding on the formation of the purposes, meanings and values, which guide the shaping of the activities conceptualised as tasks.

The issue is discussed in general with a reference to an empirical study of information work of archaeology professionals informed by the notion of work role.

It is suggested that the broader notions of work and work roles are useful concepts for explicating the context of more specific tasks.

The suggested approach brings together task and work–work role‐based research and provides a basis for exploring human information activity from a broader perspective than before and thus improving the general understanding of why and how information is used as it is used.

The study provides an approach to conceptualise the ways how people work with information and lays the ground for improving information management and organisation practices.

There has been little prior discussion about integrating the task and work‐based approaches. The paper suggests that the explication of work and work roles might serve in providing additional understanding on the formation of the purposes, meanings and values, which guide the shaping of the activities conceptualised as tasks.

The purpose of this paper is to examine the effects of asymmetric perceptions of task conflict (i.e. one person experiencing more conflict than the other) on the anticipated relationship with the partner, as well as subjective and objective performance.

In a 2 × 2 between-participants experimental design, we manipulated participants’ perception of task conflict (perceive task conflict vs does not perceive task conflict) and the perceptual conflict composition of their group (asymmetry vs symmetry). Participants were randomly allocated to each of the four experimental conditions. Eighty-four psychology students at a Dutch university participated (25 men and 59 women; average age = 21).

Results show that when individuals realize that they have asymmetric task conflict perceptions, they have lower expectations about having a positive relationship with their partner and perform worse compared to when they have symmetric task perceptions (i.e. both experiencing either low or high levels of conflict).

Past research on conflict has not often taken into account that individuals involved in a conflict can experience different amounts of conflict. By conducting an experimental study, in contrast to past research on conflict asymmetry, we can better understand the causal relationship between (a)symmetry of conflict and outcomes. We also provide insight into the mediating chain that examines how conflict asymmetry interferes with work processes and leads to negative work outcomes.