engleski

Going the extra mile: Cross-training, relational job design, and extra-role behavior of high-skilled and low-skilled workers

Competitive organizational goals increasingly require functional flexibility and design collaborative jobs, thus putting emphasis on relational HRM practices. In an attempt to bridge organizational- and individual-HRM antecendents of extra-role performance, this study uses a multilevel research design and empirically tests a two-level model from a cross-occupational sample of 47 Croatian companies and their employees (n = 1142). Specifically, we base our theorizing on the theory of relational coordination and examine how cross-training and relational job design (interaction with others and task interdependence) interplay in order to enhance extra effort of both high-skilled and low-skilled workers. The multilevel analysis results demonstrate that socially-enriched jobs should be supplemented with cross-training opportunities to achieve discretionary behavior and superior contextual performance of low-skilled workers. Specifically, we found that cross-trained clerical/administrative staff and manual workers, who either intensively interact with others for the purpose of their work or handle highly interdependent tasks, will also provide a greater extra work effort. However, this relationally-oriented training does not make a difference in extra-role performance of managers and professionals. The contributions of our study are aimed at the relational HRM literature, and revolve around specific job-design and training features for two distinct skill-level occupational groups.

cross-training ; interaction with others ; task interdependence ; extra work effort ; relational job design ; multilevel analysis

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