Sharon K. Parker - Böcker

How do we create healthy, meaningful, and productive work in the face of hybrid work models, shifting careers, technological advances, an aging workforce, and other such major contemporary changes? Transformative Work Design explores this crucial question by presenting a thorough, evidence-based view of work design. With contributions from 49 highly eminent authors in the field across 25 chapters, it synthesizes research on how work design influences critical outcomes like worker motivation, mental health, well-being, and job performance for individuals and teams.The book also covers key methodologies for studying work design and explores new areas of research. For instance, authors explore how work design can shape identity and personality development, moving beyond the usual focus on wellbeing and performance outcomes. Additionally, the book shifts the traditional emphasis from understanding the outcomes of work design to unpacking the antecedents of work design. Chapters explore how various individual, team, organizational, and global factors shape the way people's work is designed, laying the foundation for understanding how to successfully redesign work.Picking up this perspective, several chapters focus on how to change work design. By discussing 'top down' work redesigns, such as self-managing teams, and 'bottom up' approaches like playful work design and job crafting, pathways to creating better work are identified. A final section highlights critical issues raised by large-scale technological and demographic shifts, such as remote working trends, population aging, and rapid digitalization.

How do we create healthy, meaningful, and productive work in the face of hybrid work models, shifting careers, technological advances, an aging workforce, and other such major contemporary changes? Transformative Work Design explores this crucial question by presenting a thorough, evidence-based view of work design. With contributions from 49 highly eminent authors in the field across 25 chapters, it synthesizes research on how work design influences critical outcomes like worker motivation, mental health, well-being, and job performance for individuals and teams.The book also covers key methodologies for studying work design and explores new areas of research. For instance, authors explore how work design can shape identity and personality development, moving beyond the usual focus on wellbeing and performance outcomes. Additionally, the book shifts the traditional emphasis from understanding the outcomes of work design to unpacking the antecedents of work design. Chapters explore how various individual, team, organizational, and global factors shape the way people's work is designed, laying the foundation for understanding how to successfully redesign work.Picking up this perspective, several chapters focus on how to change work design. By discussing 'top down' work redesigns, such as self-managing teams, and 'bottom up' approaches like playful work design and job crafting, pathways to creating better work are identified. A final section highlights critical issues raised by large-scale technological and demographic shifts, such as remote working trends, population aging, and rapid digitalization.

Job and Work Design equips readers with a sound understanding of research, theory, and the practical aspects of job design. This volume critiques the theory and research that provide the foundations of our current understanding of job design, pointing to a need for methodological improvements and a broader conceptual focus. The authors examine recent innovations in manufacturing technologies, techniques, and philosophies and how these affect work design and research and practice. The authors also look at wider trends in manufacturing and elsewhere, such as teleworking, downsizing, the development of a contingent workforce, and the changing composition of the workforce. The volume describes how the redesign of work has implications for wider organizational systems (such as human resources and information systems) as well as implications for multiple stakeholders (such as supervisors, support staff, management, and unions). In addition, it suggests ways to effectively manage the work redesign process, including key stages involved in redesigning work, some useful tools and methods, and the change agentÆs critical role. The book concludes with some final thoughts that draw together arguments regarding the past and future of work design theory and practice. Job and Work Design will be of interest to students and professors of management, organizational studies, industrial/organizational psychology, public administration, social and personality psychology, sociology of work, and gender issues.

As organizations grow increasingly complex and unpredictable, the topic of proactivity at work has become of great importance for contemporary workplaces. Proactivity drives performance and innovation of teams and organizations and boosts individuals’ well-being and careers. When individuals are proactive, they use their initiative at work to bring about a better future. They scan for opportunities, persist until change is achieved, and take charge to prevent problems’ future reoccurrence. In this book, leading scholars on proactivity from across North America, Europe, Asia, and Australia explore how, why, and when individuals are motivated to initiate change within their organizations or themselves and examine the consequences of various forms of proactivity at work. Individual chapters explore specific concepts of proactivity, such as proactive voice, job crafting, and career proactivity, as well as highlight individual processes and organizational dynamics that underlie successful proactivity at work. By providing insights on key advances and future directions for proactivity theory, research, and practice, Proactivity at Work synthesizes what we already know and identifies what we still need to learn about making things happen at work. This book is relevant to all those involved or interested in Work Psychology and Business, including Human Resource Management scholars.