ABSTRACT
Introduction .................................................................................................... 234 Classic Theories .............................................................................................. 235 Existing Theoretical Extensions ................................................................... 239
Expanded Work Characteristics ......................................................... 239 Expanded Motivational States ............................................................ 242 Expanded Outcomes ............................................................................ 244 A Changing Work Context and Workforce ....................................... 246 Summary ................................................................................................ 248
Further Directions ......................................................................................... 248 Effect of Work Design on Extrinsic Motivation, Regulatory
Focus, and Goal Orientation ................................................... 250 Extrinsic Motivation ................................................................. 250 Regulatory Focus ...................................................................... 255 Goal Orientation ........................................................................ 256
Beyond Motivational States: A Resource Allocation Perspective .. 257 Work Design and Goal Generation ........................................ 258 Work Design and Goal Striving .............................................. 261
Reciprocal Inuences of Motivation on Work Design ..................... 265 Summary and a Research Agenda .............................................................. 266 References ....................................................................................................... 271
Work design-the structure, content, and conguration of people’s work tasks and roles-remains a fundamentally important issue in contemporary workplaces. With dramatic changes occurring in the workplace, such as the widespread introduction of exible working and the prevalence of new and transforming information technologies, theories that help to understand work design and its impact on employees and organizations are highly relevant. New issues need to be attended to if one is to achieve motivating work within this changing context, such as how to design effective virtual work. At the same time, traditional concerns in the eld of job design, such as levels of job autonomy, remain important. Call centers, for example, are often characterized by forms of work organization that de-skill and disempower the workforce. The relevance of work design as a critical issue, for individuals as well as organizations, therefore continues. We focus here on the design of motivating work, thereby connecting macro-aspects such as organizational design and change with the micro-processes of motivation.
