150 research outputs found

    Workplace design

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    Purpose: Although both the job and its broader context are likely to drive motivation, little is known about the specific workplace characteristics that are important for motivation. We present the Workplace Characteristics Model, which describes the workplace characteristics that can foster motivation, and the corresponding multilevel Workplace Design Questionnaire. Design/methodology/approach: The model is configured as nine workplace attributes describing climate for motivation at two levels, psychological and organizational. The multilevel multi-time questionnaire was validated with data from 4287 individuals and 212 workplaces and integrated regulation as the criterion outcome. Findings: Multilevel factor analysis and regression indicated good internal reliability, construct validity, and stability over time, and excellent concurrent and predictive validity of the questionnaire. Research/Practical implications: The model could help to optimize job and workplace design by contextualizing motivation. The questionnaire offers advancement over single-level climate measures as it is validated simultaneously at two levels. Further research should focus on overcoming the low response rate typical for online surveys, on need fulfillment as the mediating variable, and on the joint influence of job and workplace characteristics on organizational behavior. Originality/value: This work responds to calls to incorporate context in research into organizational behavior and job design. An understanding of the workplace is a first step in this direction. The questionnaire is the first to be validated at multiple levels of analysis. Ultimately, workplace design could support job design and the development of inherently motivating workplaces

    The role of work and organizational psychology for workplace innovation: fortifying practice

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    This paper is premised on the observation that the potential of work and organizational (WO) psychologists to successfully implement workplace innovation (WPI) practices and, in turn, improve the quality of work and organizational performance is greatly underused. One reason for this is that WPI practice often adopts a more specialised approach and single discipline focus rather than an integrated perspective. An integrated approach would imply understanding WPI from the strategy, structure, and culture perspectives. We outline ways in which WPI practice can appreciate and use the potential of WO psychology as well as how WO psychologists can broaden their focus and strengthen their contribution to WPI practice

    Process evaluation for organizational stress and well-being interventions: Implications for theory, method, and practice.

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    Although the body of evidence showing the effects of psychosocial risks on employees’ health is substantial, effective and sustainable stress prevention remains a thorny and complex issue. Most studies have focused on evaluating the effects of organizational interventions, and the results are mixed. Researchers find the evaluation of such actions methodologically challenging whereas practitioners often find the development and implementation of such actions a complicated matter. One of the reasons for this mixed impact is the lack of attention to contextual and process issues, namely how, when, and why interventions have their effects on outcomes such as mental health, well-being, and organizational performance. This paper aims to help researchers and practitioners to improve the development, implementation, and evaluation of organizational initiatives designed to reduce exposure to stress, to promote well-being, and healthy organizations. We review recent developments in the literature on process evaluation and propose examples of broader theoretical frameworks that could be used to improve this area. We articulate the essential elements for developing and bridging gaps between theory, methods, and practice. Throughout, we provide recommendations for the content, process and reporting of research on IPE