The Role of Technology as an Enabler in Job Redesign
AbstractThis paper is an acknowledgement of the role of technology as an enabler that encourages the constant need to evaluate, update and employ changing job descriptions and business processes that truly acknowledge job requirements as they are versus notions of what they have been or should be. Advancements in technology have brought about a significant amount of change in terms of how we go about doing our daily work. The evolution from being a manufacturing economy to being information and service based brought to the workplace new realities and responsibilities. As a result, workers can no longer expect to be given a specific listing of assigned duties and tasks that remain fixed over a long period of time. The new paradigm in the workplace relies on continuous demands for improvement and acquired knowledge in a dynamic environment. The catalyst that enables continuous improvement is technology.
ARMITAGE, M., Shepherd, S. (2005). A new professional in the healthcare workforce: role, training, assessment and regulation. Clinical Medicine, 5(4), 311-324.
BADRAN, M., Kafafy, J. (2008). The effect of job redesign on job satisfaction, resilience, commitment and flexibility: the case of an Egyptian public sector bank. International Journal of Business Research, June, 1-18.
BARNETT, R., Gordon, J., Gareis, K., Morgan, C. (2004). Unintended consequences of job redesign. Community Work & Family, 7(2), 227-246.
CASWELL, J. (1995). Going virtual: how we did it - an accounting firm. Journal of Accountancy, 180(6), 64-67.
CHAMPY, J. (2006). People and Process. ACM Queue, 4(5), 35-38.
CHAN, S. (2000). Information technology in business processes. Business Process Management Journal, 6(3), 224-237.
CHILDE, S.J., Maull, R.S., Bennett, J. (1994). Frameworks for Understanding Business Process Re-engineering. International Journal of Operations & Production Management, 4(12), 22-34.
DAVENPORT, T. (1993). Process Innovation: Reengineering Working through Information Technology. Harvard Business School Press, Boston.
DAVENPORT, T., Short, J. (1990). The new industrial engineering: information technology and business process redesign, Sloan Management Review, 31(4), 11-27.
DOUCETTE, N. (2002). That's not my job. Rough Notes, 145, 40-45.
DOUGLAS, C. (1999). Organization Redesign: The Current State and Projected Trends. Management Decision, 37(8), 621-627.
FADEL, K., Brown, S., Tanniru, M. (2008). A Theoretical Framework for Knowledge Transfer in Process Redesign, The DATA BASE for Advances in Information Systems, 39(3), 21-39.
FRIEDMAN, T. (2005). The World is Flat: A Brief History of the Twentieth-First Century, Farrar, Straus and Giroux, New York.
GATTON, D., DuBois, C., Faley, R. (1999). The effects of organizational context on occupational gender-stereotyping. Sex Roles: A Journal of Research, 40(7/8), 567-582.
GREENBERG, E., Grunberg, L. (2003). The Changing American Workplace and the Sense of Mastery: Assessing the Impacts of Downsizing, Job Redesign and Teaming. Institute of Behavioral Science, Working Paper. PEC 2003-006.
GUNASEKARAN, A, Nath, B. (1997). The role of information technology in business process reengineering. International Journal of Production Economics, 50(2/3), 91-104.
HACKMAN, R., Oldham, G. (1976). Motivation through the Design of Work: Test of a Theory. Organizational Behavior and Human Performance, 1976, 16(2), 250-279.
HAMMER, M. (1990). Reengineering Work: Don't automate, obliterate. Harvard Business Review, 69(4), 104-112.
HAMMER, M., Champy, J. (1993). Reengineering the Corporation: A Manifesto for Business Revolution. Harper Business, New York.
HENDRICKS, K., Singhal, V. (1997). Does Implementing an Effective TQM Program Actually Improve Operating Performance? Empirical Evidence from Firms that Have Won Quality Awards. Management Science, 43(9), 1258-1274.
JOINSON, C. (2001). Refocusing Job Descriptions. HR Magazine, 46(1), 66-72.
KOOLE, G., Mandelbaum, A. (2002). Queuing Models of Call Centers: An Introduction. Annals of Operations Research, 113, 41-59.
LEONARD, S. (2000). The Demise of Job Descriptions. HR Magazine, 45(8), 184.
LOWENTHAL, J. N. (1994) Reengineering the Organization: A Step-By-Step Approach to Corporate Revitalization, ASQC Quality Press, Milwaukee.
MALHOTRA, Y. (1998). Business Process Redesign: An Overview. IEEE Engineering Management Review, 26(3). http://www.brint.com/papers/bpr.htm (accessed 01/28/09)
MANGANELLI, R. (1993). Define `re-engineer'. Computerworld, 27(29), 86-7.
MARTINSONS, M., Cheung, C. (2001). The Impact of Emerging Practices on IS Specialists: Perceptions, Attitudes and Role Changes in Hong Kong. Information and Management, 38(3), 167-183.
MERIOT, S. A. (2005). One or Several Models for Competence Descriptions: Does It Matter? Human Resource Quarterly, 16(2), 285-292.
MUTHU, S., Whitman, L., Cheraghi, S. H. (1999). Business Process Reengineering: A Consolidated Methodology. Proceedings of the 4th Annual International Conference on Industrial Engineering Theory, Applications and Practice, San Antonio, Texas.
NEIL, J. A., Tromley, C. L. (1995). From Incremental Change to Retrofit: Creating High Performance Work Systems. Academy of Management Executive, 9, 42-53.
O'NEILL, P., Sohol, A. (1999). Business Process Reengineering: A review of recent literature. Technovation, 19, 571-581.
POWELL, T. C. (1995). Total Quality Management as Competitive Advantage: A Review and Empirical Study. Strategic Management Journal, 16(1), 15-37.
RINTALA, N. (2005). Technological Change and Job Redesign: Implications for the Quality of Working Life. Espoo, Finland: Helsinki University of Technology, Doctoral Dissertation Series 2005/2.
SWAN, E., Giunta, C. (1994). Organizational Effectiveness and Changing Job Design in the Information Technology Community. CAUSE/EFFECT, 17(2), 36-44.
TENG, J., Grover, V., Fiedler, K. (1994). Re-designing business processes using information technology, Long Range Planning, 27(1), 95-106.
VALENTINE, R., Knights, D. (1998). TQM and BPR - can you spot the difference? Personnel Review, 27(1), 78-85.
WALL, T., Parker, S. (1998). Work and Job Design: Organizing Work to Promote Well-Being and Effectiveness. SAGE Publications, Thousand Oaks.
YATES, J. (1989). Control Through Communication: The Rise of System in American Management. Johns Hopkins University Press, Baltimore.
ZAROWIN, S. (2005). It's All in the Details. Journal of Accountancy, 200(1), 18.
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).