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The derivation of job designs
Author(s) -
Clegg Chris W.
Publication year - 1984
Publication title -
journal of organizational behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.938
H-Index - 177
eISSN - 1099-1379
pISSN - 0894-3796
DOI - 10.1002/job.4030050205
Subject(s) - relevance (law) , control (management) , perspective (graphical) , cognition , management science , computer science , psychology , knowledge management , economics , political science , artificial intelligence , neuroscience , law
Abstract This paper presents a theoretical account of the derivation of job designs incorporating consideration of technology, structure and managerial control, viewed from an information processing perspective. A conceptual distinction is made between tasks and roles which has practical relevance in that organizations have independent choices regarding their design. These choices are underpinned by economic and psychological values as well as by managerial needs for control. The paper argues that whilst options exist, organizations typically choose to simplify jobs, a strategy which may well be ineffective, especially under conditions of uncertainty. New, more complex job designs may be very difficult to implement for economic, psychological, managerial and political reasons. Research and development should now be directed towards a more detailed cognitive and social psychological understanding of the derivation and impact of job designs as well as towards study of the introduction and impact of new technology. These represent qualitative shifts in research emphasis.