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Purpose The purpose of this paper is to identify the factors that individuals consider necessary to be happy in their job. Based on these factors, a measure of job design happiness (JDH) is proposed. Design/methodology/approach Two methods were applied: a qualitative study with content analyses (n=969) to develop an exploratory questionnaire; and exploratory and confirmatory factor analysis by applying structural equations models. In this second study the questionnaire was sent to a second sample (n=1,079). Findings Five first-order factors were identified: self-fulfillment; group working, attaining goals; leadership; and sustainability and job/family balance. These factors are explained by a second order factor: JDH. Research limitations/implications Further research is needed to determine how the identified “job design happiness” components may interact with one another. Testing the measure of different industries and national cultures is also suggested. Practical implications Managers and human resources practitioners can improve job and organizational performance by applying the scale in several moments in time measuring the job happiness “pulse,” monitoring their decisions. Social implications The adoption of this measure for decision making in organizational and job design can contribute to the improvement of living standards and firm sustainability. Originality/value Research on organizational happiness has been increasing but instruments to measure JDH, considering organizational factors, are limited.

The key social component of every workplace is the employee, whose personal characteristics and competencies enable the organization to achieve its fundamental goals: survival, growth, and development. Management may acquire the most advanced technologies and design the most challenging tasks, but without employees who possess the appropriate characteristics—both current and potential—improvement in business outcomes remains uncertain. In this regard, the paper focuses on examining the relationships between key workplace components—specifically the technical system and the structure of work assignments—and how these, mediated by workers’ personal features, influence their satisfaction and performance. The study is based on a random sample of 125 respondents who completed a questionnaire composed of question segments drawn from several validated scales designed to measure the constructs analysed in this paper. The results reveal a significant and strong mediating effect of employees’ personal features on the relationship between the technical system and the structure of work tasks, on the one hand, and employee satisfaction and performance, on the other. The paper contributes to the HRM process by highlighting that employees’ personal characteristics must be taken into account, as they represent an important and influential mediator that consistently affects employee satisfaction and performance in the context of digitalization. Ključna društvena komponenta svakog radnog mjesta je zaposlenik, čije osobne karakteristike i kompetencije omogućuju organizaciji ostvarenje temeljnih ciljeva: opstanka, rasta i razvoja. Menadžment može nabaviti najsuvremeniju tehnologiju i osmisliti najzahtjevnije zadatke, no bez zaposlenika koji posjeduju odgovarajuće – postojeće i potencijalne – karakteristike, poboljšanje poslovnih rezultata ostaje neizvjesno. U tom kontekstu, ovaj se rad fokusira na ispitivanje odnosa između ključnih komponenti radnog mjesta – tehničkog sustava i strukture radnih zadataka – te načina na koji one, posredstvom osobnih karakteristika zaposlenika, utječu na njihovo zadovoljstvo i radnu uspješnost. Istraživanje je provedeno na slučajnom uzorku od 125 ispitanika koji su ispunili anketni upitnik sastavljen od segmenata pitanja preuzetih s nekoliko validiranih skala za mjerenje analiziranih konstrukata. Rezultati pokazuju značajan i snažan medijacijski učinak osobnih karakteristika zaposlenika u odnosu između tehničkog sustava i strukture radnih zadataka, s jedne strane, te zadovoljstva i uspješnosti zaposlenika, s druge strane. Rad doprinosi području upravljanja ljudskim resursima naglašavajući kako osobne karakteristike zaposlenika treba uzeti u obzir jer one predstavljaju važan i utjecajan posrednički čimbenik koji dosljedno utječe na zadovoljstvo i uspješnost zaposlenika u kontekstu digitalizacije.

The COVID-19 outbreak has blurred the boundaries between work and personal life, making the concept of work–life balance (WLB) even more important. Based on a three-source (employees, family members, and supervisors) sample ( n  = 436) of working professionals, we investigated the importance of enriched job design for employee WLB. In addition, on the basis of the job demand-control (JD-C) model, we examined whether organizationally imposed formalization and employees’ individual adaptive personality traits (proactive personality and resilience) act as boundary conditions that strengthen this positive relationship. First, we conducted a supplementary analysis to investigate further which of the enriched job design characteristics play the most important role in our three-way interaction models predicting WLB. Then we discuss implications for theory and practice.

PurposeIn today's challenging markets, organizations need to explore new ways to maximize employees' effectiveness and job satisfaction. Within this context, employed fresh graduates are a special group, which requires attention. Recognizing its needs in job design is one of the keys. The aim of the study is to determine the mediating role of experienced psychological states in the relationship between job dimensions and personal/work outcomes (motivation, satisfaction, effectiveness and commitment).Design/methodology/approachThe new “modified job characteristics model” (MJCM) was implemented, where the focus was on testing if experienced psychological states play a mediating role. An index for summarizing core job dimensions (modified motivating potential score (MMPS)) was also developed in the study. For the empirical testing of the new modeling framework, a sample of 630 employed fresh graduates in Lebanon was selected. Various statistical analyses were performed, including partial correlation and multiple regression analysis.FindingsResults showed that for those core job dimensions that significantly affected fresh graduates' personal/work outcomes, the relation was not direct causal, but was mediated by “experienced meaningfulness of the work”, “experienced responsibility for outcomes of the work”, “knowledge of results”, “self-confidence” and “prestige inside outside”. Further, MMPS was verified as a valid score reflecting the “motivating potential” of a job.Practical implicationsThe findings demonstrate the importance of effectively designing and redesigning jobs: employers should focus on the core job dimensions and adopt an adjusted strategy to enhance fresh graduates' affective and behavioral responses.Originality/valueThe current study innovatively examines fresh graduates' psychological states and their role as a mediator in the relation between job dimensions and job satisfaction or commitment. A new modeling framework is used and an index for summarizing job dimensions is developed.

The importance of environmental performance has gained significant attention in recent years, as it is increasingly recognized as a critical component of sustainable development and corporate success. Environmental performance refers to how well an organization manages its environmental responsibilities, which can significantly influence its overall sustainability and competitive advantage. This study aims to investigate the role of green job design and top management support in enhancing employee ecological behavior through green social capital as a mediating variable. The paper employed a purposive sampling technique to select 442 samples of paramedics and non-paramedics from various public hospitals in Indonesia. Data were analyzed using the structural equation modeling-partial least squares technique with SmartPLS 3.0. The results indicated that green job design (t = 3.80, p = 0.000) exhibits statistically significant positive direct effects on employee ecological behavior. Surprisingly, top management support (t = 0.86, p > 0.05) exhibits statistically insignificant direct effects on employee ecological behavior. Additionally, green social capital was found to have a statistically significant direct effect on employee ecological behavior (t = 2.73, p <0.05). Green job design, top management support, and green social capital play crucial roles in the adoption of employee ecological behavior in the Indonesian healthcare industry. Achieving employee ecological behavior necessitates integrating these job designs with management support. AcknowledgmentThis study was funded by the Ministry of Education, Culture, Research and Technology, Indonesia (Contract. 351/G164/U.LPPM/K/B.07/VI/2024).

Based on social exchange theory, the aim in this paper was to provide theoretical guidance and empirical evidence on how to optimize a motivational voice mechanism for millennial employees. Data from 141 millennial employees in China offer considerable support for our hypothesized moderated mediation model. Results revealed that (a) empowering leadership is positively related to millennial employees' voice; (b) millennial employees' intrinsic motivation partly mediates the relationship between empowering leadership and the employees' voice; (c) autonomous job design moderates the direct relationship between empowering leadership and millennial employees' intrinsic motivation; and (d) autonomous job design moderates the indirect relationship between empowering leadership and employee voice behavior via the employees' intrinsic motivation, such that the relationship is stronger when job design is highly autonomous rather than less autonomous. Our findings not only elucidate the motivating factors and intrinsic mechanisms of millennials' voice, but also hold the means to motivate millennials in practical contexts.

Digitalization and the transition toward Industry 4.0 in manufacturing involve changing organizational needs for skills and competences, which, in turn, necessitate strategies for digital competence management. Based on qualitative interviews in four manufacturing companies in Norway and Sweden, this study shows how the transition to digitalized production involves several key decisions regarding staffing strategies, job design, and competence development. Moreover, it illustrates how various contextual conditions influence these decisions. Recognizing these strategic choices as partly interdependent, two contrasting paths are presented: the enabling path vs. the pragmatic flexibility path. While institutional factors in Sweden and Norway mainly push toward the enabling path, company-specific factors push instead toward the pragmatic flexibility path.

Subject and purpose of work: Micro Enterprises (UMKM) have a great potential to support the economic condition, however, if it is not balanced with managerial abilities, team effectiveness is not maximised. This study investigates increasing team effectiveness through training and mentoring in making Qur’ani job designs of micro enterprises.Materials and methods: The study used a pre-posttest design of control and experimental groups. 74 total respondents were involved and divided into a control and an experimental group. Each group consisted of 37 respondents. The measuring instruments used in the study were a questionnaire developed by the researchers implementing Qur’ani Job Design, as well as the value of team effectiveness in micro enterprises. The data analysis was performed by the analysis of variance (ANOVA), which assessed the magnitude of the effect of training and mentoring team effectiveness.Results: The results indicated that training and assistance of making qurani job designs can help increase the effectiveness of a team.Conclusions: Based on the results and discussion, it can be concluded that the evaluation that was carried out shows that quranic job design can help increase the effectiveness of micro enterprises teams. Thus the hypothesis in this study was accepted.

Purpose It has been established that innovation is determined by leadership and personality characteristics. Further inquiry in this line of research is encouraged. Accordingly, the authors propose inter-correlations between personality, leadership, innovation and job design characteristics. The purpose of this paper is to understand how proactive personality and leader member exchange can derive innovative work behavior, in employees of telecommunication industry, by increasing task feedback and task significance. Design/methodology/approach A deductive approach was used to propose hypotheses. Objective data were collected through a cross sectional survey of 292 samples from three large multinational telecommunication companies located in Islamabad (Pakistan). The survey instrument was a 25-item questionnaire adopted from previously developed and well-validated scales used by prior researches. The survey yielded findings in support of proposed hypotheses of the study. Findings Hierarchical regression analysis yielded findings, which suggested that proactive personality and leader member exchange (LMX) both have a strong positive relationship with innovative work behavior (IWB). Furthermore, task significance and task feedback were found to moderate the aforementioned relationships such that strong leader member exchange and proactive personalities resulted in increased innovative work behavior at higher levels of task feedback and task significance. Practical implications The managers can raise their innovation enhancing strategies one step higher by integrating it with enhanced task feedback and significance. This can be done while working on the relationship of their employees with the leaders/managers and by encouraging proactive personalities at work. Infusing the proposed integrated and holistic framework, of innovative behavior, into their organizations will lead to better retention of key employees, higher job satisfaction and increased loyalty. Originality/value This paper adds significance to the extant literature by examining proactive personality and LMX as determinants of innovative work behavior and the moderating impact of job design characteristics in the context of telecommunication companies, particularly from developing countries, such as Pakistan. To the authors’ knowledge, this is the first study that has tested the interplay between a relational concept of leadership (LMX), proactive personality, task significance and task feedback and the outcome variable innovative work behavior.

This study presents a framework for understanding the processes through which volunteers' perception of relational job design influences their turnover intentions and time spent volunteering. Data sourced from an international aid and development agency in the United Kingdom (n = 534 volunteers) show that volunteers who perceive that their roles are relationally designed (1) report lower intentions to leave their voluntary organization due to their commitment to the voluntary organization; and (2) dedicate more time to volunteering because they are more committed to the beneficiaries of their work. These findings make a theoretical contribution by uncovering two mechanisms that explain how the positive consequences of relational job design unfold. Cette étude présente un cadre decompréhension desprocessus par lesquels la perceptiondes bénévoles sur la conception relationnelle de leur travail influe surleurs intentions de quitter leur organisation et le temps qu'ilspassent dans leurs activités bénévoles. Des données provenant d'une organisation internationale d'aide et de développement du Royaume Uni (n = 534 bénévoles) montrent que les bénévoles qui estiment que leurs rôles sont conçus de manière relationnelle (1) font part d'intentions plus faibles de quitter leur organisation bénévole en raison de leur engagement envers celle-ci, et (2) consacrent plus de temps au bénévolat car ils sont plus dévoués ceux qui bénéficient de leur travail. Ces résultats apportent une contribution théorique en découvrant deux mécanismes qui expliquent l'évolutiont des conséquences positives de la conception relationnelle des tâches. Diese Studie präsentiert ein Untersuchungsmodellzum Verständnis der Prozesse, durch die die Wahrnehmung einer beziehungsorientierten Arbeitsgestaltung durch Freiwillige Einfluss auf deren Absicht, die Freiwilligentätigkeit zu beenden, und den zeitlichen Umfang ihrer freiwilligen Tätigkeiten nimmt. Daten einer internationalen Hilfs- und Entwicklungs organisation in Großbritannien (n = 534 Freiwillige) zeigen, dass Freiwillige, die ihre Rollen als beziehungsorientiert wahrnehmen (1) aufgrund ihres Commitments gegenüber der ehrenamtlichen Organisation weniger dazu geneigt sind, ihre Freiwilligentätigkeit zu beenden, und (2) aufgrund ihres Commitments gegenüber den Leistungsempfängernmehr Zeit für freiwillige Tätigkeiten aufbringen. Diese Ergebnisse leisten einen theoretischen Beitrag zur Analyse von zwei Wirkungsmechanismen, die erklären, wie sich die positiven Folgen einer beziehungsorientierten Arbeitsgestaltung entfalten. El presente estudio presenta un marco para comprender los procesos mediante los cuales la percepción del diseño del trabajo relacional por parte de los voluntarios influye en sus intenciones de rotación y en el tiempo dedicado al voluntariado. Los datos tomados de una agencia internacional de ayuda y desarrollo en el Reino Unido (n = 534 voluntarios) muestran que los voluntarios que perciben que sus funciones están diseñadas relacionalmente (1) notifican menos intenciones de abandonar su organización voluntaria debido a su compromiso con la organización voluntaria; y (2) dedican más tiempo al voluntariado porque están más comprometidos con los beneficiarios de su trabajo. Estos hallazgos representan una contribución teórica descubriendo dos mecanismos que explican cómo se desarrollan las consecuencias positivas del diseño del trabajo relacional.