{"title":"Putting a band-aid on a wooden leg: A sociotechnical view on the success of decentralisation attempts to increase job autonomy","authors":"Lander Vermeerbergen, G. Hootegem, J. Benders","doi":"10.1108/TPM-03-2015-0013","DOIUrl":null,"url":null,"abstract":"Purpose \n \n \n \n \nDecentralisation attempts that aim to increase job autonomy do not always succeed. This paper aims to study to what extent the tendency to maintain existing operational task divisions is an important explanation for this lack of success. \n \n \n \n \nDesign/methodology/approach \n \n \n \n \nIn total, 456 employees in 25 organisations participated in a cross-sectional intervention study. Each employee filled out a questionnaire on job autonomy both before and after the decentralisation process, in which all organisations shifted regulatory, preparatory and supportive tasks to the lowest organisational level. \n \n \n \n \nFindings \n \n \n \n \nThis study found small, but significant, effects of decentralisation attempts on job autonomy. The size of the effects, however, depended on the way the way in which the operational tasks were divided. Simultaneously, larger effects were found for organisations which decentralised tasks and changed the way operational tasks were divided. Both findings reached the conclusion that although decentralisation attempts seemed important for increasing job autonomy, the way in which the operational tasks were divided and even changed, was at least as important for a successful decentralisation process. \n \n \n \n \nOriginality/value \n \n \n \n \nAfter decades of research on modern sociotechnical theory, this study is the first to show that decentralisation attempts do not merely increase job autonomy. The effect of such attempts depends on the way in which operational tasks are divided in organisations.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.6000,"publicationDate":"2016-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-03-2015-0013","citationCount":"8","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Team Performance Management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/TPM-03-2015-0013","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"MANAGEMENT","Score":null,"Total":0}
引用次数: 8
Abstract
Purpose
Decentralisation attempts that aim to increase job autonomy do not always succeed. This paper aims to study to what extent the tendency to maintain existing operational task divisions is an important explanation for this lack of success.
Design/methodology/approach
In total, 456 employees in 25 organisations participated in a cross-sectional intervention study. Each employee filled out a questionnaire on job autonomy both before and after the decentralisation process, in which all organisations shifted regulatory, preparatory and supportive tasks to the lowest organisational level.
Findings
This study found small, but significant, effects of decentralisation attempts on job autonomy. The size of the effects, however, depended on the way the way in which the operational tasks were divided. Simultaneously, larger effects were found for organisations which decentralised tasks and changed the way operational tasks were divided. Both findings reached the conclusion that although decentralisation attempts seemed important for increasing job autonomy, the way in which the operational tasks were divided and even changed, was at least as important for a successful decentralisation process.
Originality/value
After decades of research on modern sociotechnical theory, this study is the first to show that decentralisation attempts do not merely increase job autonomy. The effect of such attempts depends on the way in which operational tasks are divided in organisations.
期刊介绍:
This international journal contributes to the successful implementation and development of work teams and team-based organizations by providing a forum for sharing experience and learning to stimulate thought and transfer of ideas. It seeks to bridge the gap between research and practice by publishing articles where the claims are evidence-based and the conclusions have practical value. Effective teams form the heart of every successful organization. But team management is one of the hardest challenges faced by managers.