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Practice Chapter 5

Organizational Design

and Organizational Development
as a Precondition for Good Job

Design and High Job Performance

Oliver Strohm
Institute for Work Research and Organizational Consultancy, Zurich, Switzerland

INTRODUCTION 96
INTEGRAL DESIGN CONCEPTS 96
PERFORMANCE-ORIENTED JOB DESIGN AND THE DESIGN
OF ORGANIZATIONAL DEVELOPMENT 100
CASE STUDY I 101
ORGANIZATIONAL DEVELOPMENT IN A COMPANY IN THE
MACHINE-BUILDING INDUSTRY 101
CASE STUDY II 106
ORGANIZATIONAL DEVELOPMENT IN A HUMAN RESOURCE
MANAGEMENT DEPARTMENT 106
CONCLUSIONS 110
REFERENCES 111

SUMMARY
This chapter describes concepts and criteria for an integral design of work tasks, work
systems, and work structures as crucial preconditions for individual job performance.
Concepts and criteria for a participative and sustainable change management are also
presented. These concepts and criteria are derived from the sociotechnical systems
approach and the action regulation theory. Two case studies illustrate the application
of these approaches. With regard to the positive and restrictive experiences which have
been made in the two case studies, general conclusions for the design and development
of work tasks, work systems, and work structures facilitating high job performance are
derived.

Psychological Management of Individual Performance. Edited by Sabine Sonnentag.
C 2002 John Wiley& Sons, Ltd. ISBN: 0-471-87726-3