Дизайн работы: обзор исследований и практики в организационной психологии.

Area of research and practice within industrial and organizational psychology

Work design (also referred to as job design or task design) is an area of research and practice within industrial and organizational psychology, and is concerned with the "content and organization of one's work tasks, activities, relationships, and responsibilities" (p. 662). However, in addition to executing assigned technical tasks, people at work often engage in a variety of emergent, social, and self initiated activities. Additionally, deliberate interventions aimed at altering work design are sometimes referred to as work redesign. Such interventions can be initiated by the management of an organization (e. g., job rotation, job enlargement, job enrichment) or by individual workers (e. g., job crafting, role innovation, idiosyncratic deals).

Interest in the question of what makes good work was largely initiated during the industrial revolution, when machine operated work in large factories replaced smaller, craft based industries. In 1776, Adam Smith popularized the concept of division of labor in his book The Wealth of Nations, which states that dividing production processes into different stages would enable workers to focus on specific tasks, increasing overall productivity. This idea was further developed by Frederick Winslow Taylor in the late 19th century with his highly influential theory of scientific management (sometimes referred to as Taylorism). Taylor argued that jobs should be broken down into the smallest possible parts and managers should specify the one best way that these tasks should be carried out.

Sociotechnical systems is an organizational development approach which proposes that the technical and social aspects of work should be jointly optimized when designing work. Application of sociotechnical theory has typically focused on group rather than individual work design, and is responsible for the rise of autonomous work groups, which are still popular today. For example, high pressure and demands at work may lead to a range of negative outcomes such as psychological stress, burnout, and compromised physical health. Additionally, the model suggests that high levels of job control can buffer or reduce the adverse health effects of high job demands. Instead, this high decision latitude can lead to feelings of mastery and confidence, which in turn aid the individual in coping with further job demands. The job demands control model is widely regarded as a classic work design theory, spurring large amounts of research. However, the model has been criticized for its focus on a narrow set of work characteristics. Additionally, while strong support has been found for the negative effects of high job demands, some researchers have argued that the buffering effect of high job control on the negative effects of demand is less convincing.

The job demands resources model was introduced as a theoretical extension to the job demands control model, and recognizes that other features of work in addition to control and support might serve as resources to counter job demands. Examples of the resources identified in this model include career opportunities, participation in decision making, and social support.

Relational job design theory is a popular contemporary approach to work design developed by American organizational psychologist Adam Grant, which builds on the foundations laid by Hackman & Oldham's (1976) Rather than focusing on the characteristics of tasks which make up jobs, relational work design is concerned with the 'relational architecture' of the workplace that influences workers' interpersonal relationships and connections with beneficiaries of the work. In this context, beneficiaries refer to the people whom the worker believes are affected by his or her work. An employer can design the relational architecture of the workplace as a means of motivating workers to care about making a prosocial difference. Contact with beneficiaries – This refers to opportunities for employees to communicate and interact with the people who benefit from their work. Increased interaction with clients will result in employees will become more emotionally engaged "as a result of first hand exposure to their actions affecting a living, breathing human being" (p. 307). autonomy, complex work with low supervision) can promote learning and development in workers. Some of the tasks are easier to measure than other tasks, so one can study which tasks should be bundled together. While the original model was focused on the incentives versus insurance trade off when agents are risk averse, subsequent work has also studied the case of risk neutral agents who are protected by limited liability. In this framework, researchers have studied whether tasks that are in direct conflict with each other (for instance, selling products that are imperfect substitutes) should be delegated to the same agent or to different agents. The optimal task assignment depends on whether the tasks are to be performed simultaneously or sequentially.

The Job Diagnostic Survey (JDS) was developed by Hackman and Oldham in 1975 to assess perceptions of the core job characteristics outlined in job characteristics theory. The JDS consists of seven scales measuring variety, autonomy, task identity, significance, job feedback, feedback from others, and dealing with others. Additionally, the psychometric properties of the JDS have been brought into question, including a low internal consistency and problems with the factor structure.

The Multimethod Job Design Questionnaire (MJDQ) was developed by Michael Campion in 1988 to assess what were, at the time, the main interdisciplinary approaches to work design (i. e. motivational, mechanistic, biological, perceptual motor). Intended to address the weaknesses of the JDS, the MJDQ suffered from both measurement problems and gaps in construct measurement.