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Employee responses to work unit structure and job design a test of an intervening variable /Pierce, Jon L. January 1977 (has links)
Thesis--Wisconsin. / Vita. Includes bibliographical references (leaves 280-295).
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Participative decision-making in job design : attempting to enhance job design outcomes at the implementation stage /Gordon, Jack G. January 1983 (has links)
No description available.
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A study of the relationship between job characteristics and task outcomesLaw, Chi-wai, 羅志偉 January 1983 (has links)
published_or_final_version / Business Administration / Master / Master of Business Administration
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The impact of the new technology of process control on workers : a case study of a Malaysian petrochemical plantWan Ismail, Wan Khairuzzaman January 2003 (has links)
No description available.
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Organizational adoption of remote work arrangements : a field study and research frameworkFritz, Mary Beth Watson 05 1900 (has links)
No description available.
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Cognitive dimensions of work unit structure a multidimensional scaling approach /Blackburn, Richard S. January 1900 (has links)
Thesis--University of Wisconsin--Madison. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 340-347).
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A study of the relationship between job characteristics and task outcomes /Law, Chi-wai. January 1900 (has links)
Thesis (M.B.A.)--University of Hong Kong, 1983.
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Matched delegation: linking work design characteristics, team roles, and demands of workCarter, Kameron M. 01 August 2018 (has links)
Delegation research has traditionally focused on delegation as a whole—how much or how little a leader or supervisor is willing to allocate tasks to their subordinates. Although past research has indicated the importance of delegation for team performance, it has often overlooked one of the main aspects touted by practitioners, choosing the right person for the job. In an effort to provide a more nuanced view of delegation and if the right person is being chosen for the job, this dissertation integrates the theory of work design with delegation while introducing the concept of matched delegation: delegating a task to the individual whose abilities most closely match the demands of the task where individuals receive decision-making authority for tasks that neither exceeds nor discounts their abilities, but rather most closely matches the extent of their abilities. With this, I propose a model whereby two work characteristics (i.e., physical propinquity and psychological safety) influence matched delegation decisions of team leaders and where matched delegation positively impacts team performance. Hypotheses were tested using a sample of 519 primary care professionals (PCPs) and their surrounding team members (i.e., a registered nurse, a licensed practical nurse, and an administrative associate) from patient centered medical homes from the Veteran’s Health Administration (VHA). Results showed that neither physical propinquity nor PCP psychological safety significantly influenced matched delegation of tasks to any of the three team members; however, team performance was significantly enhanced by matched delegation to some roles. Although these results provide some indication as to the importance of matched delegation, the mixed results might be due to the unwillingness of PCPs to give up control of tasks. I discuss the theoretical and practical implications, as well as the limitations and directions for future research within the VHA as well as for research studying delegators’ decisions and team processes and performance.
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Mathematical man-machine analysis for a weave room with collaborating weaversTrastelis, Stavros George 12 1900 (has links)
No description available.
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The effect of rapid change :Edwards, Bruce, Unknown Date (has links)
Thesis (MEd (Human Resource Studies))--University of South Australia, 1997
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