Editing Work design (section)

=== Individual influences ===

* '''Demographics''' – Characteristics such as age, gender, and ethnicity can shape work design decisions.<ref name=":14" /> The more these attributes signal assumptions that the employee is competent and trustworthy, the more managers will be motivated to make role adjustments to improve work design.<ref>{{Cite journal|last1=Clegg|first1=Chris|last2=Spencer|first2=Caroline|date=June 2007|title=A circular and dynamic model of the process of job design|url=http://dx.doi.org/10.1348/096317906x113211|journal=Journal of Occupational and Organizational Psychology|volume=80|issue=2|pages=321–339|doi=10.1348/096317906x113211|issn=0963-1798}}</ref> Additionally, there is evidence that demographic characteristics can affect the work design decision of employees.<ref name=":14" /> For example, older workers may be discouraged to renegotiate their work designs due to discriminatory attitudes in the workplace.<ref>{{Cite journal|last1=Hornung|first1=Severin|last2=Rousseau|first2=Denise M.|last3=Glaser|first3=Jürgen|date=2008|title=Creating flexible work arrangements through idiosyncratic deals.|url=http://dx.doi.org/10.1037/0021-9010.93.3.655|journal=Journal of Applied Psychology|volume=93|issue=3|pages=655–664|doi=10.1037/0021-9010.93.3.655|pmid=18457493|issn=1939-1854}}</ref> Gender and ethnicity can make some workers more vulnerable to low-quality work designs, with data showing that female workers have less autonomy, fewer development opportunities, and reduced career possibilities.<ref>{{Cite journal|last1=Crespo|first1=Nuno|last2=Simoes|first2=Nadia|last3=Pinto|first3=José Castro|date=2017|title=Determinant factors of job quality in Europe|url=http://dx.doi.org/10.15611/aoe.2017.1.01|journal=Argumenta Oeconomica|volume=1|issue=38|pages=15–40|doi=10.15611/aoe.2017.1.01|hdl=10071/14218|issn=1233-5835|hdl-access=free}}</ref> Evidence also suggests that migrant workers often have less enriched work designs compared to non-migrant workers.<ref>{{Cite journal|last1=Ortega|first1=Adriana|last2=Carneiro|first2=Isabella Gomes|last3=Flyvholm|first3=Mari-Ann|date=2009-05-16|title=A Descriptive Study on Immigrant Workers in the Elderly Care Sector|url=http://dx.doi.org/10.1007/s10903-009-9257-4|journal=Journal of Immigrant and Minority Health|volume=12|issue=5|pages=699–706|doi=10.1007/s10903-009-9257-4|pmid=19449102|s2cid=21649299|issn=1557-1912}}</ref>
* '''Competence and learning''' – Karasek and Theorell<ref name="Robert. 2010"/> propose that enriched work designs create a self-perpetuating spiral by which the promotion of learning builds employees' mastery and competence, which in turn enables employees to take on more challenging tasks and responsibilities, generating further learning.<ref name=":14" />
* '''Other individual differences''' – [[Personality]] traits and stable individual differences such as motivation and initiative can affect both managerial and individual work design-related decision making. For example, personality traits may affect who managers select for particular jobs<ref>{{Cite journal|last1=Hough|first1=Leaetta M.|last2=Oswald|first2=Frederick L.|date=February 2000|title=Personnel Selection: Looking Toward the Future--Remembering the Past|url=http://dx.doi.org/10.1146/annurev.psych.51.1.631|journal=Annual Review of Psychology|volume=51|issue=1|pages=631–664|doi=10.1146/annurev.psych.51.1.631|pmid=10751983|issn=0066-4308}}</ref> as well as an employee's choice of occupation.<ref>{{Cite journal|last1=McKay|first1=Derek A.|last2=Tokar|first2=David M.|date=October 2012|title=The HEXACO and five-factor models of personality in relation to RIASEC vocational interests|url=http://dx.doi.org/10.1016/j.jvb.2012.05.006|journal=Journal of Vocational Behavior|volume=81|issue=2|pages=138–149|doi=10.1016/j.jvb.2012.05.006|issn=0001-8791}}</ref>