Improving employees' work centrality improves organizational performance: Work events and work centrality relationships

Moshe Sharabi, Itzhak Harpaz

Research output: Contribution to journalArticlepeer-review

Abstract

High work centrality is related to positive performance and behaviour of employees. This unique paper discusses a longitudinal study, comparing change in work centrality among individuals who experienced meaningful work events to individuals who did not experience these events, over the course of twelve years. The findings indicate that not experiencing expressive work events (which leads to an improvement in autonomy, interest, variety, and responsibility) reduces work centrality, whereas work events such as promotion, advancement (including to a managerial position) and qualifications, are effected by high work centrality. Work events, such as improvement in pay, working conditions, and interpersonal relations at work, had no effect on those who experienced them and those who did not. The theoretical and practical implications for Human Resources Development (HRD) are discussed.

Original languageEnglish
Pages (from-to)379-392
Number of pages14
JournalHuman Resource Development International
Volume13
Issue number4
DOIs
StatePublished - Sep 2010

Keywords

  • HRD
  • Life course effect
  • Longitudinal research
  • Work centrality
  • Work events

ASJC Scopus subject areas

  • Organizational Behavior and Human Resource Management

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