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Why are Jobs Designed the Way They Are?

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  • Gibbs, Michael
  • Levenson, Alec Robert
  • Zoghi, Cindy

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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Suggested Citation

  • Gibbs, Michael & Levenson, Alec Robert & Zoghi, Cindy, 2008. "Why are Jobs Designed the Way They Are?," Working Papers 222, The University of Chicago Booth School of Business, George J. Stigler Center for the Study of the Economy and the State.
    • Handle: RePEc:zbw:cbscwp:222
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    References listed on IDEAS

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    Citations

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    Cited by:

    1. Russo, Giovanni, 2016. "Job Design and Skill Developments in the Workplace," IZA Discussion Papers 10207, Institute of Labor Economics (IZA).
    2. DeVaro, Jed & Farnham, Martin, 2011. "Two perspectives on multiskilling and product-market volatility," Labour Economics, Elsevier, vol. 18(6), pages 862-871.
    3. Görlich, Dennis, 2010. "Complementary tasks and the limits to the division of labour," Kiel Working Papers 1670, Kiel Institute for the World Economy (IfW Kiel).
    4. Maija Halonen‐Akatwijuka, 2010. "Organizational Design, Technology and the Boundaries of the Firm," Economica, London School of Economics and Political Science, vol. 77(307), pages 544-564, July.
    5. Alec Levenson & Cindy Zoghi, 2010. "Occupations, Human Capital and Skills," Journal of Labor Research, Springer, vol. 31(4), pages 365-386, December.
    6. Ben-Ner, Avner & Kong, Fanmin & Lluis, Stéphanie, 2012. "Uncertainty, task environment, and organization design: An empirical investigation," Journal of Economic Behavior & Organization, Elsevier, vol. 82(1), pages 281-313.
    7. Gibbs, Michael, 2012. "Design and Implementation of Pay for Performance," IZA Discussion Papers 6322, Institute of Labor Economics (IZA).
    8. DeVaro, Jed & Kim, Jin-Hyuk & Wagman, Liad & Wolff, Ran, 2018. "Motivation and performance of user-contributors: Evidence from a CQA forum," Information Economics and Policy, Elsevier, vol. 42(C), pages 56-65.
    9. Pikos, Anna Katharina, 2017. "The task composition and work-related mental health - a descriptive study," Hannover Economic Papers (HEP) dp-610, Leibniz Universität Hannover, Wirtschaftswissenschaftliche Fakultät.
    10. Krishnan, Murugappa (Murgie) & Srinivasan, Ashok, 2007. "How do shop-floor supervisors allocate their time?," International Journal of Production Economics, Elsevier, vol. 105(1), pages 97-115, January.
    11. Pouliakas, Konstantinos & Russo, Giovanni, 2015. "Heterogeneity of Skill Needs and Job Complexity: Evidence from the OECD PIAAC Survey," IZA Discussion Papers 9392, Institute of Labor Economics (IZA).

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    More about this item

    JEL classification:

    • M5 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics
    • M50 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - 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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