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Tables of Contents for Job and Work Design
Chapter/Section Title
Page #
Page Count
Preface
ix
Introduction: Setting the Scene
xi
Early Job Design Principles, Practice, and Research
1
8
Early Intellectual Influences
2
1
From Strategy to Tactics
3
2
The Diffusion of Job Simplification
5
1
Early Research
6
1
From Research to Practice
7
2
The Heyday of Job Design Research, 1950 to 1980
9
16
The Two-Factor Theory
10
1
The Job Characteristics Model
11
5
The Sociotechnical Systems Approach
16
3
From Theory to Practice
19
6
A Critique of Existing Theory and Research
25
21
Methodological Issues
26
3
Broadening the Focus
29
17
Extensions and Complementary Theoretical Approaches
46
11
Demand-Control Model of Strain
46
3
Action Theory and Job Design
49
3
An Interdisciplinary Perspective on Work Design
52
2
Models of Group Effectiveness
54
3
Modern Manufacturing and the Work Design Agenda
57
27
Modern Manufacturing Initiatives
58
8
Work Design Implications
66
18
Workplace Transformations and a Workforce in Transition
84
16
Information Technology and New Forms of Work
85
5
Organizational Transformations
90
4
The Changing Composition of the Workforce
94
6
Redesigning Work (Part 1): Wider Organizational Considerations
100
20
Aligning the Wider Organizational Context
101
10
Considering the Implications for Multiple Stakeholders
111
9
Redesigning Work (Part 2): Managing the Change Process
120
15
The Principle of Participation
121
1
Phases in Structured Work Redesign
122
6
Methods and Tools to Support Work Redesign
128
4
An Effective Change Agent
132
2
Unanswered Questions
134
1
Conclusions
135
3
References
138
19
Author Index
157
8
Subject Index
165
4
About the Authors
169