The derivation of job designs
从信息处理视角，区分任务与角色，分析技术、结构和管理控制如何影响工作设计，指出组织常选择简化工作但可能无效，并呼吁研究认知与社会心理因素。
Abstract This paper presents a theoretical account of the derivation of job designs incorporating consideration of technology, structure and managerial control, viewed from an information processing perspective. A conceptual distinction is made between tasks and roles which has practical relevance in that organizations have independent choices regarding their design. These choices are underpinned by economic and psychological values as well as by managerial needs for control. The paper argues that whilst options exist, organizations typically choose to simplify jobs, a strategy which may well be ineffective, especially under conditions of uncertainty. New, more complex job designs may be very difficult to implement for economic, psychological, managerial and political reasons. Research and development should now be directed towards a more detailed cognitive and social psychological understanding of the derivation and impact of job designs as well as towards study of the introduction and impact of new technology. These represent qualitative shifts in research emphasis.