A circular and dynamic model of the process of job design
Chris Clegg,
Caroline Spencer,
Corresponding Author
Chris Clegg
University of Leeds, UK
Correspondence should be addressed to Chris Clegg, Leeds University Business School, University of Leeds, Leeds, L52 9JT, UK (e-mail: [email protected]).Search for more papers by this author
Chris Clegg,
Caroline Spencer,
Corresponding Author
Chris Clegg
University of Leeds, UK
Correspondence should be addressed to Chris Clegg, Leeds University Business School, University of Leeds, Leeds, L52 9JT, UK (e-mail: [email protected]).Search for more papers by this authorAbstract
We present a model of the process of job design that attempts to develop theory in five ways. First, critical variables in the model include performance, perceived competence, trust, knowledge and self-efficacy. Second, job design is proposed to be a dynamic and circular process, with the variables acting as both predictors and outcomes. Third, the process is seen, at least in part, as a social one, involving job-holders, supervisors and peers. Fourth, we identify some of the contingencies affecting the model. Finally, we specify the causal ordering of events and speculate on the nature of the time lags involved in the process. We make a number of model-based predictions and consider the implications of the model for theory, research and practice.
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