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P. 90
Chapter 4
Work Design and Individual Work
Performance: Research Findings and an
Agenda for Future Inquiry
Sharon K. Parker
The University of New South Wales, Sydney, Australia, and
Nick Turner
University of Sheffield, Sheffield, UK
INTRODUCTION 70 MECHANISMS 77
INDIVIDUAL WORK PERFORMANCE 70 MODERATORS 81
WORK DESIGN 71 EXPANDING THE CRITERION 85
JOB SIMPLIFICATION AND WORK REDESIGN 71 SUMMARY AND A MODEL 85
MAJOR THEORIES OF WORK DESIGN AND THEIR METHODOLOGICAL SUGGESTIONS 88
IMPLICATIONS FOR JOB PERFORMANCE 72 CONCLUSION 89
WORK DESIGN AND INDIVIDUAL WORK ACKNOWLEDGEMENT 89
PERFORMANCE: EMPIRICAL STUDIES 74 REFERENCES 89
DEVELOPING THE RESEARCH AGENDA AND A
PROPOSED MODEL 77
SUMMARY
All of the major work design theories propose that autonomous forms of work design
will enhance individual job performance. However, empirical evidence for this propo-
sition is mixed. In part, the inconsistent results reflect methodological weaknesses of
many studies in the area. Recent rigorous studies have shown positive links between
enriched work and individual job performance, suggesting that a more convincing pat-
tern of findings might be obtained with methodologically improved designs. However,
the confused picture of results is also likely to reflect the rather limited approach
taken to investigating this topic. Consequently, we propose a model for future research
with three key features. First, our model proposes that enriched work design influences
individual work performance via three key categories of psychological mechanisms:
motivation, knowledge and skill, and opportunity. Second, we propose that the link
between work design and performance is moderated by various individual and organiza-
tional contingencies. Third, the model proposes an expanded criterion which recognizes
that an employee’s performance can extend beyond the execution of specified tasks
to include contextual, proactive and adaptive behaviours. Considering these three fea-
tures together, we believe that the conceptual framework will promote a more precise
understanding of how work design affects individual work performance.
Psychological Management of Individual Performance. Edited by Sabine Sonnentag.
C 2002 John Wiley& Sons, Ltd. ISBN: 0-471-87726-3
