Fostering the Implementation of Creative Ideas in Organizations
Edited by Miha Škerlavaj, Matej Černe, Anders Dysvik and Arne Carlsen
Chapter 2: Job design at the crossroads: from ‘creative’ jobs to ‘innovative’ jobs
Organizations rely on their employees to introduce new products/services, improve business processes, and develop new working methods. Therefore, managers and human resource management (HRM) professionals need to boost employee creativity and workforce innovativeness. High-involvement human resource practices in general, and job design specifically, can create a supportive and stimulating work environment that enhances innovative work behavior (IWB). Job design represents a useful HRM tool that can significantly change daily working practices. It describes the content and organization of one’s work tasks, activities, relationships, and responsibilities (Parker, 2014). It not only shows how jobs, tasks, and roles are structured, enacted, and modified, but also explains what the impact of these structures, enactments, and modifications is on individual, group, and organizational outcomes (Grant and Parker, 2009). In particular, job design directly modifies the motivating potential of jobs (for example, Hackman and Oldham, 1976), and has either a direct or an indirect effect on various work behaviors (for example, Parker and Ohly, 2008).
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.