Self-managing team or tayloristic production chain? What can we learn from simulation-based work design trainings

Research output: Contribution to journalArticle

Abstract

Digitalisation, flexible job markets, new technologies and innovative forms of collaboration constitute increasing challenges for employers and the design of modern work. But how can we deal with these challenges and what do we know about the effect of good versus bad work design? Based on the job demands-resources model (JRM), we present a simulation-based training during which participants experience the effects of different work characteristics. We focus on the moderating effects of job control and job demands: The JRM assumes that job demands and job control interactively affect employee exhaustion and work engagement: Jobs with high control can buffer the strain-enhancing effect of job demands (buffer hypothesis) and increase work engagement (active learning hypothesis). We test these hypotheses in a workplace simulation during which participants have to produce ice-cream. Our results support the buffer hypothesis but not the active learning hypothesis. We discuss the added value of work design simulations for organisations, practitioners, and HR professionals.

Translated title of the contributionSelf-managing team or tayloristic production chain? What can we learn from simulation-based work design trainings
Original languageGerman
Pages (from-to)167-175
Number of pages9
JournalGruppe. Interaktion. Organisation. Zeitschrift fur Angewandte Organisationspsychologie
Volume49
Issue number2
DOIs
Publication statusPublished - Jun 2018

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job demand
simulation
Buffers
Problem-Based Learning
Ice Cream
digitalization
value added
resources
Workplace
learning
Self-managing teams
Buffer
Work design
Job demands
Simulation
new technology
employer
workplace
employee
Organizations

Cite this

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title = "Teil-autonome Arbeitsteams oder tayloristische Produktionslinie? Welche Erkenntnisgewinne bieten simulationsbasierte Work Design Trainings",
abstract = "Digitalisation, flexible job markets, new technologies and innovative forms of collaboration constitute increasing challenges for employers and the design of modern work. But how can we deal with these challenges and what do we know about the effect of good versus bad work design? Based on the job demands-resources model (JRM), we present a simulation-based training during which participants experience the effects of different work characteristics. We focus on the moderating effects of job control and job demands: The JRM assumes that job demands and job control interactively affect employee exhaustion and work engagement: Jobs with high control can buffer the strain-enhancing effect of job demands (buffer hypothesis) and increase work engagement (active learning hypothesis). We test these hypotheses in a workplace simulation during which participants have to produce ice-cream. Our results support the buffer hypothesis but not the active learning hypothesis. We discuss the added value of work design simulations for organisations, practitioners, and HR professionals.",
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