Töökorralduse küsimused on midagi sellist, mis vist kedagi puutumata ei jäta. Raske on kujutada kedagi, kes ei ole seotud ühegi organisatsiooniga, sestap võiks siinviidatu paljudele huvi pakkuda. Kuna tekst käsitleb relatsioonilist perspektiivi, siis võiks erilist huvi pakkuda kõikidele organisatsioonihuvilistele, juhtimise eest töötasu vastu võtjatele aga ka tudengitele, kes valivad uurimisperspektiivi.

Kontekstiks tõsise sisuga tõdemus:

“Understanding how to create well-designed jobs in the contemporary era is a key way organisations can promote employee well-being and performance, and reduce the economic burden of ill health.” (Knight et al., 2022, p. 706)

Kaks eesmärki:

“The aims of this study are twofold.” (Knight et al., 2022, p. 706)


“Specifically, we investigate what profiles emerge when key relational work design characteristics – including the more contemporary characteristic of beneficiary contact, as well as the more traditional characteristics of social support and task significance – are considered alongside other traditional work characteristics such as autonomy and workload demands.” (Knight et al., 2022, p. 706)


“Our second aim is to investigate the relations between the identified work design profiles with antecedents and outcomes, to explore who (i.e. which employees) is likely to belong to which profile and what the implications are for well-being.” (Knight et al., 2022, p. 707)

Relatsioonilise töökorralduse teooriast:

“Modern relational work design theories argue that jobs have ‘relational architectures’, with interdependencies and relationships with others embedded into one’s job (Grant and Parker, 2009). Examples include working with clients, customers or patients; receiving feedback from a supervisor; and building rapport with colleagues.” (Knight et al., 2022, p. 708)

Vihje metoodika kohta:

“Adopting a person-centred approach, this study integrated prosocial work design characteristics with the more traditional relational characteristic, social support, and the well-established work design characteristics, job autonomy and workload, encompassed within the JDCS model, to uncover work design profiles of employees. A four-profile solution offered an optimal fit.” (Knight et al., 2022, p. 722)

Lugemishuvi suurendamiseks:

“Understanding how favourable work designs can be created aids in understanding who is most likely to be at risk of poor work design. For example, managers tended to be in profiles with high job demands. While demands may come with the nature of managerial jobs, which tend to involve greater responsibility and decision-making, the need for resources to deal with these demands is high, else exhaustion and poor well-being are likely (Bakker and Demerouti, 2007; Karasek, 1979).” (Knight et al., 2022, p. 723)

Knight, C., McLarnon, M. J. W., Wenzel, R., & Parker, S. (2022). The importance of relational work design characteristics: A person-centred approach. Australian Journal of Management, 47(4), 705–728. https://doi.org/10.1177/03128962211073021