Editing Work design (section)

=== Relational job design theory ===
''Relational job design theory'' is a popular contemporary approach to work design developed by American organizational psychologist [[Adam Grant]], which builds on the foundations laid by Hackman & Oldham's (1976)<ref name=":1" /> job characteristics model. The core thesis of relational work design is that the work context shapes workers' motivations to care about making a [[Prosocial behavior|prosocial difference]] (i.e. the desire to help or benefit others).<ref name=":2">{{Cite journal|last=Grant|first=Adam M.|date=April 2007|title=Relational Job Design and the Motivation to Make a Prosocial Difference|url=http://dx.doi.org/10.5465/amr.2007.24351328|journal=Academy of Management Review|volume=32|issue=2|pages=393–417|doi=10.5465/amr.2007.24351328|issn=0363-7425}}</ref> Rather than focusing on the characteristics of tasks which make up jobs, relational work design is concerned with the 'relational architecture' of the workplace that influences workers' interpersonal relationships and connections with beneficiaries of the work.<ref name=":12">{{Cite journal|last1=van der Voet|first1=Joris|last2=Steijn|first2=Bram|date=2019-07-23|title=Relational Job Characteristics and Prosocial Motivation: A Longitudinal Study of Youth Care Professionals|journal=Review of Public Personnel Administration|volume=41|issue=1|pages=57–77|doi=10.1177/0734371x19862852|issn=0734-371X|doi-access=free}}</ref> In this context, beneficiaries refer to the people whom the worker believes are affected by his or her work. An employer can design the relational architecture of the workplace as a means of motivating workers to care about making a prosocial difference.<ref name=":12" />

Grant's theory makes a distinction between two key components of relational architecture:

* '''Impact on beneficiaries''' – This refers to the perception that one's work has a positive impact on the lives and well-being of others. A visible, positive impact of the job provides employees with a feeling that their tasks matter, which in turn results in higher prosocial motivation.<ref name=":13">{{Cite journal|last1=Grant|first1=Adam M.|last2=Parker|first2=Sharon K.|date=January 2009|title=7 Redesigning Work Design Theories: The Rise of Relational and Proactive Perspectives|url=http://dx.doi.org/10.5465/19416520903047327|journal=Academy of Management Annals|volume=3|issue=1|pages=317–375|doi=10.5465/19416520903047327|issn=1941-6520}}</ref>
* '''Contact with beneficiaries''' – This refers to opportunities for employees to communicate and interact with the people who benefit from their work. Increased interaction with clients will result in employees will become more emotionally engaged "as a result of first-hand exposure to their actions affecting a living, breathing human being" (p.&nbsp;307).<ref name=":2" /> Thus, increasing job contact results in higher prosocial motivation.<ref name=":13" />