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dc.contributor.authorKnight, Caroline
dc.contributor.authorParker, Sharon
dc.date.accessioned2019-10-04T06:35:54Z
dc.date.available2019-10-04T06:35:54Z
dc.date.issued2019
dc.identifier.citationKnight, C. and Parker, S. 2019. How work redesign interventions affect performance: An evidence-based model from a systematic review. Human Relations.
dc.identifier.urihttp://hdl.handle.net/20.500.11937/76392
dc.identifier.doi10.1177/0018726719865604
dc.description.abstract

It is not yet clear whether work redesigns actually affect individual-, team- or organizational-level performance. In a synthesis of this literature, we conclude there is good overall evidence, with the most promising evidence at the individual level. Specifically, our systematic review assessed whether top-down work redesign interventions affect performance and, if so, why (mechanisms) and when (boundary conditions). We identified 55 heterogeneous work redesign intervention studies, of which 39 reported a positive effect on performance, two reported a negative effect, and 14 reported mixed effects. Of five types of work redesign, the evidence that work characteristics can explain the effect of redesign interventions on performance was most promising for relational interventions, and participative and non-participative job enrichment and enlargement. Autonomous work group and system-wide interventions showed initial evidence. As to ‘why’ work redesigns enhance performance, we identified change in work motivation, quick response and learning as three core mechanisms. As to ‘when’, we showed that intervention implementation, intervention context (including alignment of organizational systems, processes and the work redesign) and person factors are key boundary conditions. We synthesize our findings into an integrative multilevel model that can be used to design, implement and evaluate work redesigns aimed at improving performance.

dc.languageEnglish
dc.publisherSAGE
dc.relation.sponsoredbyhttp://purl.org/au-research/grants/arc/FL160100033
dc.titleHow work redesign interventions affect performance: An evidence-based model from a systematic review
dc.typeJournal Article
dcterms.source.startPage1
dcterms.source.endPage1
dcterms.source.issn0018-7267
dcterms.source.titleHuman Relations
dc.date.updated2019-10-04T06:35:53Z
curtin.note

Article accepted for publication in Human Relations journal as cited. Copyright © 2019 The Authors

curtin.departmentFuture of Work Institute
curtin.accessStatusOpen access
curtin.facultyFaculty of Business and Law
curtin.contributor.orcidKnight, Caroline [0000-0001-9894-7750]
curtin.contributor.scopusauthoridKnight, Caroline [57204781616]


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