CAJ | 학술논문

虽然泰勒主义似乎已被工作设计所替代，但是近来有些学者们注意到工作设计并未起到预期的效果。该研究旨在探讨工作类型作为一个重要的调节变量，影响着这两种观点的适用性。通过一个纵向现场准实验设计研究，结果证实了工作类型的调节作用，即工作丰富化对知识型员工和体力工作者工作产出的影响存在显著差异。这一结果表明，泰勒主义和工作设计思想并无优劣之分。该文的研究结果对人力资源管理实践的发展，具有一定的现实指导意义。
수연태륵주의사호이피공작설계소체대，단시근래유사학자문주의도공작설계병미기도예기적효과。해연구지재탐토공작류형작위일개중요적조절변량，영향착저량충관점적괄용성。통과일개종향현장준실험설계연구，결과증실료공작류형적조절작용，즉공작봉부화대지식형원공화체력공작자공작산출적영향존재현저차이。저일결과표명，태륵주의화공작설계사상병무우렬지분。해문적연구결과대인력자원관리실천적발전，구유일정적현실지도의의。
Along with the revolution in the structure of work in organizations, job design research seems to have developed to its peak and gradually lost its attraction. While enriched jobs have proliferated since the 1980＇s, more and more studies have found that it is difficult to generalize universal effects of job design across all situations for all workers. It calls into doubt whether job enrichment has really resolved the problems created by ＂Taylorizing＂ jobs and raises the question of whether Taylorist principles have really become obsolete for current human resource management （HRM）. Responding to these concerns, we aim to extend job design research by examining the distinct effects of job enrichment on satisfaction and performance for two different types of workers. Accordingly, the specific goals of this article and the differences between the past literature and the present study rest with the proposition that worker type （knowledge workers vs. manual workers） may be a potential factor moderating the impact of job enrichment on work outcomes, that is, KWs and MWs will respond differently to comparable job enrichment manipulations. To test the hypotheses, we conducted a quasi-experimental field study with computer programmers and maintenance workers. The research site was the head office of an IT company in Shenzhen, China, and 280 participants were randomly selected with an equal number from Program Development Department （PDD） and the Logistics Department （LD）. The study was conducted in three phases. In Phase 1, PDD programmers （KWs） and LD workers （MWs） were randomly assigned to the experimental condition in which the tasks were substantially enriched in phase 3 or control condition in which tasks remained the same. Phase 2 lasted for four weeks during which time employees were assigned to perform these baseline tasks. Phase 3 consisted of a six-month period during which the participants in the experimental groups worked on their respective enriched jobs and the participants in the control groups continued to work on the baseline jobs. A 2 ×2 × 2 repeated-measures ANOVA was performed to examine changes in satisfaction and performance, with Work Type and Condition as the between-participants variables, and Experimental Session （pretest vs. posttest） as the within-participants variable. The hypotheses were generally supported by the significant between-participants Work Type × Condition interaction on both satisfaction and performance scores. The significant within-participants simple effect of Experimental Session indicated a difference in response to job enrichment between PDD programmers and LD workers, supporting the general argument that the effects of job enrichment on KWs and MWs are different. The present study may advance HRM theory and practice by enriching our knowledge of the application of both enrichment design theory and Taylorism. Theoretically, although a review of the evidence on the causal relationship between job design and the outcomes of satisfaction and performance show that the relationships are not particularly strong, few researchers have been interested in exploring the reasons. We argued that both theories of job enrichment and Taylorism could potentially be beneficial for current day HRM practice if we were able to understand the circumstances under which they could be more effectively applied, i.e., for KW＇s vs. MW＇s. In practice, HR managers should therefore note that the enrichment design can not be routinely applied to all employees. MWs may prefer a Taylorist workplace, in which the employer can easily define performance standards and ensure the utility of employees＇ productivity, and on the other hand, employees can focus on the completion of narrowly defined tasks with less stress. Yet, an enrichment strategy should be considered for KWs＇ tasks as this approach should satisfy their needs in doing knowledge work and increase the motivating potential of their work.