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Self-managing team or tayloristic production chain? What can we learn from simulation-based work design trainings

journal contribution
posted on 2023-02-21, 04:39 authored by FE Klonek, S Parker
Digitalisation, flexible job markets, new technologies and innovative forms of collaboration constitute increasing challenges for employers and the design of modern work. But how can we deal with these challenges and what do we know about the effect of good versus bad work design? Based on the job demands-resources model (JRM), we present a simulation-based training during which participants experience the effects of different work characteristics. We focus on the moderating effects of job control and job demands: The JRM assumes that job demands and job control interactively affect employee exhaustion and work engagement: Jobs with high control can buffer the strain-enhancing effect of job demands (buffer hypothesis) and increase work engagement (active learning hypothesis). We test these hypotheses in a workplace simulation during which participants have to produce ice-cream. Our results support the buffer hypothesis but not the active learning hypothesis. We discuss the added value of work design simulations for organisations, practitioners, and HR professionals.

History

Journal

Gruppe. Interaktion. Organisation. Zeitschrift fur Angewandte Organisationspsychologie

Volume

49

Pagination

167-175

ISSN

2366-6145

eISSN

2366-6218

Language

de

Publication classification

C1.1 Refereed article in a scholarly journal

Issue

2

Publisher

Springer Science and Business Media LLC

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