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Theoretical developments in psychosocial work environment research.

J V Johnson1

  • 1Department of Environmental Health Sciences, Johns Hopkins University School of Hygiene and Public Health, Baltimore, MD 21205.

International Journal of Health Services : Planning, Administration, Evaluation
|January 1, 1989
PubMed
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This article critiques scientific management theory, highlighting its role in hindering workplace democracy by centralizing control. It proposes new job design theories from multiple academic disciplines.

Area of Science:

  • Occupational Health
  • Organizational Psychology
  • Sociology

Background:

  • Scientific management theory has historically influenced job design.
  • This approach often centralizes knowledge and skills, limiting worker autonomy.
  • Such centralization poses challenges to workplace democratization.

Purpose of the Study:

  • To introduce a series of articles examining work organization and health.
  • To critically analyze the impact of scientific management on workplace democratization.
  • To propose alternative theoretical frameworks for job design.

Main Methods:

  • Literature review and theoretical critique of scientific management.
  • Analysis from psychological, sociological, and political-economic viewpoints.

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  • Identification of obstacles to workplace democratization.

    • Main Results:

    • Scientific management theory is identified as a significant barrier to democratic workplaces.
    • The conventional theory of job design concentrates power within management.
    • New theoretical directions are suggested to counter these effects.

    Conclusions:

    • Re-evaluation of job design principles is necessary for fostering workplace democracy.
    • Integrating psychological, sociological, and political-economic perspectives offers a path forward.
    • Challenging established theories is crucial for advancing healthier work environments.