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Industrial Work Groups: The impact of job design, leader support and group processes on initiative and self-organization
Mälardalen University, School of Sustainable Development of Society and Technology.ORCID iD: 0000-0003-0627-4857
2009 (English)Conference paper, Oral presentation only (Refereed)
Abstract [en]

From an organizational perspective the issue of which organizational solutions will benefit productivity, efficiency and the innovation process is central. Work groups can be an effective means. The general aim of the studies from a psychological perspective was to examine work conditions and thereafter investigate how such conditions impact on whether the groups redefined stipulated tasks to incorporate initiative- taking and self-organization, thus enabling them to implement meaningful change. Based on action regulation theory, detailed work task analysis is assumed to be worthwhile as it provides data that cannot be captured with interviews or questionnaires exclusively. Data was based on work task analyses and questionnaires administered to work groups at four Swedish industrial organizations. In Study I a theoretical model of the relations of job design, work routines and social routines and reflexivity and learning processes was tested. Results showed that job design and work routines strongly impacted on reflexivity and learning processes.  In Study II this model was extended into a theoretical input-process-output model to include group initiative and self-organizational activities as outcomes of job design, mediated by group processes. The model provided substantial, but not complete, support. Job design strongly impacts on reflexivity, and reflexivity directly impacts self-organizational activities. To explore the importance of leadership support and potency longitudinally for group initiative, in Study III two data collections were included. The findings showed that potency, compared to perceived autonomy and support from leader, was the best predictor of group initiative. Together the studies show that the dimensions of job design, support from leader, reflexivity, and potency as well as cooperation and social support are important for the outcomes of work groups if the organization wants groups to take initiative and engage in self-organizational activities.  It is also advocated that job design contains an inherent potential for learning and the possibility to make use of one’s resources. Main findings, strengths, limitations, practical and theoretical implications, directions for future research and when it will be worthwhile to invest in group work are included in the discussion.

 

 

Place, publisher, year, edition, pages
2009.
Keywords [en]
Industrial work groups, job design, support from leader, group processes, potency, group initiative, self-organizational activities
National Category
Psychology
Identifiers
URN: urn:nbn:se:mdh:diva-7411OAI: oai:DiVA.org:mdh-7411DiVA, id: diva2:273396
Conference
14th European Congress of Work and Organizational psychology, Santiago de Compostela, Spain, May 13-16, 2009
Note

Oral presentation at 14th European Congress of Work and Organizational psychology, Santiago de Compostela, Spain, May 13-16, 2009

Available from: 2009-10-21 Created: 2009-10-21 Last updated: 2017-06-27Bibliographically approved

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Brav, Agneta

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CiteExportLink to record
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Citation style
  • apa
  • ieee
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