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De Spiegelaere Stan (HIVA-KU Leuven, Belgia), Van Hootegem Geert (HIVA-KU Leuven, Belgia), Van Gyes Guy (CESO-KULeuven)
Job Design and Innovative Work Behavior : One Size does not Fit All Types of Employees
Journal of Entrepreneurship, Management and Innovation (JEMI), 2012, vol. 8, nr 4, s. 5-20, rys., tab., bibliogr. 43 poz.
Tytuł własny numeru
Contemporary Innovations and Entrepreneurship Concepts
Słowa kluczowe
Zachowania innowacyjne, Zaangażowanie organizacyjne, Pracownicy fizyczni, Pracownicy w organizacji
Innovative behaviours, Organizational commitment, Manual workers, Employees in the organization
streszcz., summ.
W sytuacji, gdy innowacyjni pracownicy stają się niezbędnym elementem sukcesu firmy, badania identyfikują projekt stanowiska pracy jako kluczową zmienną w promowaniu innowacyjnego zachowania w pracy (Hammond et al., 2011). Stosując Model JD-R Bakkera i Demerouti'ego (2007), artykuł ten wnosi nowe spojrzenie na rozróżnienie między wyzwaniami i przeszkodami w pracy (Van den Broeck et al., 2010) i analizuje je dla pracowników umysłowych i fizycznych. Wykorzystując dane pochodzące od 893 pracowników rozmaitych organizacji, wyniki generalnie potwierdzają słuszność modelu JD-R, natomiast zauważono poważne różnice między pracownikami umysłowymi i fizycznymi dotyczące organizowania oraz rutynowych zadań w innowacyjnym zachowaniu w pracy. Niepewność co do treści stanowiska pracy wywiera negatywny wpływ na innowacyjne zachowanie pracowników fizycznych. Wyniki badań mają ważne implikacje polityczne jak i w zakresie ZZL, ponieważ dowodzą, że nie istnieje jedno standardowe rozwiązanie ZZL w zakresie innowacji. (abstrakt oryginalny)

As innovative employees become imperative for an organizations' success, research identified job design as a crucial variable in promoting innovative work behavior (IWB) (Hammond et al., 2011). Using the Job Demands-Resources (JD-R) model of Bakker & Demerouti (2007), this article contributes to the literature as it uses recent insights on the distinction between job challenges and job hindrances (Van den Broeck et al., 2010) and distinguishes between blue- and white-collar employees. Using survey data of 893 employees of various organizations the findings generally confirm the JD-R model, although important differences were found between blue-collar and white-collar employees regarding the relation of organizing and routine tasks with IWB. Job content insecurity further was found to be very detrimental for blue-collar IWB. These findings have important HR and political implications as they show that there is no 'one size fits all' HR solution for innovation. (original abstract)
Pełny tekst
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