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Social sciences

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Implications of computer-aided design for work and performance

Article Abstract:

In a study of the implications of computer-aided design (CAD) for work and performance, the authors tested the proposition that CAD not only is superior to manual drafting and design technology, but also leads to job designs and work group structures that further improve the performance of designers and drafters. The sample consisted of 88 current and prospective CAD users at two adjacent facilities of a large research and manufacturing corporation. Based on questionnaire responses and interviews with the designers, drafters, and supervisors, the authors found that CAD's benefits are linked to the characteristics of the dominant technology, job design, and work group. Therefore, fulfilling the promise of CAD depends considerably on how well the concomitant changes in the workplace are managed. (Reprinted by permission of the publisher.)

Computer-aided design, Computer aided design, Work design

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Defining and measuring employee empowerment

Article Abstract:

A study was conducted to formulate a working definition of employee empowerment that took into account both worker's actions and the organization's support for those actions. Four dimensions were considered at outset namely, shared vision and goal clarity, supportive organizational structure and governance, knowledge and learning, and institutional recognition. Employee empowerment was specifically defined as a set of dimensions that characterize an environment's interaction with persons in it so as to encourage their taking initiative to improve processes and to take action.

Analysis, Industrial efficiency, Economic efficiency, Labor relations, Employee development

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Effects of intervention content and timing on group task performance

Article Abstract:

This study explores the main and interactive effects on group task performance of two types of intervention (interpersonal vs. task focused) administered at two different times (the beginning vs. the temporal midpoint of work). The results show that timing and content of intervention interact to affect group task performance. The discussion draws on qualitative data to expand on these findings and outlines conditions necessary for optimizing group performance on open-ended tasks. (Reprinted by permission of the publisher.)

Work groups, Teamwork (Workplace), Motivation (Psychology)

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