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Why Are Jobs Designed the Way They Are?

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Author Info
Cindy Zoghi () (U.S. Bureau of Labor Statistics)
Alec Levenson () (University of Southern California)
Michael Gibbs () (University of Chicago GSB and Institute for the Study of Labor (IZA))

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Abstract

In this paper we study job design. Will an organization plan precisely how the job is to be done ex ante, or ask workers to determine the process as they go? We first model this decision and predict complementarity between these job attributes: multitasking, discretion, skills, and interdependence of tasks. We argue that characteristics of the firm and industry (e.g., product and technology, organizational change) can explain observed patterns and trends in job design. We then use novel data on these job attributes to examine these issues. As predicted, job designs tend to be 'coherent' across these characteristics within the same job. Job designs also tend to follow similar patterns across jobs in the same firm, and especially in the same establishment: when one job is optimized ex ante, others are more likely to be also. There is some evidence that firms may segregate different types of job designs across different establishments.

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Publisher Info
Paper provided by U.S. Bureau of Labor Statistics in its series Working Papers with number 382.

Download reference. The following formats are available: HTML (with abstract), plain text (with abstract), BibTeX, RIS (EndNote, RefMan, ProCite), ReDIF
Length: 39 pages
Date of creation: Jun 2005
Date of revision:
Handle: RePEc:bls:wpaper:ec050080

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Related research
Keywords: job design; organizational design; specialization; job enrichment; intrinsic motivation;

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Find related papers by JEL classification:
M5 - Business Administration and Business Economics; Marketing; Accounting - - Personnel Economics
M50 - Business Administration and Business Economics; Marketing; Accounting - - Personnel Economics - - - General
J2 - Labor and Demographic Economics - - Demand and Supply of Labor
J24 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Human Capital; Skills; Occupational Choice; Labor Productivity
L23 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Organization of Production

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  2. Ichniowski, Casey & Shaw, Kathryn & Prennushi, Giovanna, 1997. "The Effects of Human Resource Management Practices on Productivity: A Study of Steel Finishing Lines," American Economic Review, American Economic Association, vol. 87(3), pages 291-313, June. [Downloadable!] (restricted)
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  12. Abraham, Katharine G & Taylor, Susan K, 1996. "Firms' Use of Outside Contractors: Theory and Evidence," Journal of Labor Economics, University of Chicago Press, vol. 14(3), pages 394-424, July. [Downloadable!] (restricted)
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  13. Lindbeck, Assar & Snower, Dennis J., 1999. "Multi-Task Learning and the Reorganization of Work. From Tayloristic to Holistic Organization," IZA Discussion Papers 39, Institute for the Study of Labor (IZA). [Downloadable!]
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  14. Wruck, Karen Hopper & Jensen, Michael C., 1994. "Science, specific knowledge, and total quality management," Journal of Accounting and Economics, Elsevier, vol. 18(3), pages 247-287, November. [Downloadable!] (restricted)
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