engleski

The job modification framework revisited: the performance effects of the relationship between strategy-structure fit and motivational job design characteristics

Although job design is tightly woven into the structure and function of organizations (Torraco, 2005), we still lack insights about linkages between design practices across different levels of analysis. Specifically, performance effects of (mis)match between organization design and job design characteristics are not well documented. Therefore, drawing upon the job-modification framework (Oldham & Hackman, 1981), a mediation effect of job demands-resources fit on strategy- structure fit is examined to explain employee task performance. Data were collected on a sample of 50 organizations and 991 nested individuals. Conditional process analysis using PROCESS macro for SPSS revealed a consistent pattern of results for composite measures of task and knowledge job characteristics, thus confirming that job design represents an intervening mechanism through which exploration strategy and horizontal integration as organizational-level practices are translated into individual-level performance behavior.

job characteristics ; job-modification framework ; strategy-structure fit ; job demands-resources fit ; task performance

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