UNDERSTANDING REACTIONS TO JOB REDESIGN: A QUASI‐EXPERIMENTAL INVESTIGATION OF THE MODERATING EFFECTS OF ORGANIZATIONAL CONTEXT ON PERCEPTIONS OF PERFORMANCE BEHAVIOR
通过纵向准实验研究，发现将传统工作组改为半自主团队能提升努力、技能运用和问题解决三种绩效行为，但效果取决于组织情境：在奖励、反馈和信息系统薄弱时效果显著，系统完善时则无额外影响。
Redesigning jobs from a traditional workgroup structure to a semi‐autonomous team structure has become increasingly popular, but the impact of such redesigns on employee effectiveness criteria has been mixed. The present longitudinal quasi‐experimental study showed that although such a redesign had positive effects on 3 performance behaviors (effort, skill usage, and problem solving), its effectiveness also depended on aspects of the organizational context. In conditions where the organizational reward and feedback and information systems were effective, redesigning work into a semi‐autonomous team structure had no discernible effect on performance behaviors. In conditions where these systems were poor, however, such a redesign produced large positive benefits. This suggests that work redesigns that enhance worker autonomy are most effective in contexts where other supportive management systems are absent.