Editing Work design (section)

=== Learning and development approach ===
The ''learning and development approach'' to work design, advanced by Australian organizational behavior Professor [[Sharon K. Parker]], draws on the findings of a diverse body of research which shows that certain job characteristics (e.g. high demands and control,<ref>{{Cite book|last1=Karasek|first1=R.|title=.Healthy Work Stress, Productivity, and the Reconstruction of Working Life|last2=Theorell|first2=T.|publisher=New York Basic Books|year=1990}}</ref> autonomy,<ref>{{Cite journal|last1=Wall|first1=Toby D.|last2=Jackson|first2=Paul R.|last3=Davids|first3=Keith|date=1992|title=Operator work design and robotics system performance: A serendipitous field study.|url=http://dx.doi.org/10.1037/0021-9010.77.3.353|journal=Journal of Applied Psychology|volume=77|issue=3|pages=353–362|doi=10.1037/0021-9010.77.3.353|issn=0021-9010}}</ref> complex work with low supervision<ref>{{Cite journal|last1=Kohn|first1=Melvin L.|last2=Schooler|first2=Carmi|date=May 1982|title=Job Conditions and Personality: A Longitudinal Assessment of Their Reciprocal Effects|url=http://dx.doi.org/10.1086/227593|journal=American Journal of Sociology|volume=87|issue=6|pages=1257–1286|doi=10.1086/227593|s2cid=145585085|issn=0002-9602}}</ref>) can promote learning and development in workers.<ref name=":4" /> Parker argues that work design can not only shape cognitive, identity, and moral processes, but also speed up an individual's learning and development.<ref name=":4" />