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Jobs, demands, controls—and productivity?

Author(s): Ton Korver

Journal: SJWEH Supplements
ISSN 1795-9926

Issue: 6;
Start page: 91;
Date: 2008;
Original page

Keywords: work organization | job | job design | feedback | conducive production | productivity | control | demand

The job demand–control model (including its extension to the job–demand–control–support model) cannot predict gains in productivity, consequent to the adoption of its guidelines for good jobs. The model gains in strength and credibility if productivity considerations are taken into consideration. In this paper, it is argued that the productivity measurement and enhancement system (ProMES) is a good candidate for filling the gap, and the job control questionnaire should be adapted accordingly. It can work both ways. The ProMES is relatively underdeveloped, especially regarding its “contingencies”, in pinpointing which contingencies can be manipulated and with what consequences to the jobs at hand. Some contingencies may offer solutions with short-term advantages and long-term disadvantages. As it stands, the model is silent about such effects. Much can be learned from the conceptual and empirical results and strongholds of the job demand–control model. A “win–win situation” if ever there was one.
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