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Abstract
  • Job autonomy has been a key concept in job design research for decades, but its impact on job performance remains unclear. We develop and meta-analytically test an integrative framework based on the conservation of resources (COR) theory. Results from a summary of 370 studies and 195,890 participants indicate that, overall, job autonomy leads to better job performance by enhancing work motivation and reducing mental strain, over and above core self-evaluations and social support as alternative means of job control. We differentiate decision-making, method, and scheduling autonomy and show that mediating mechanisms vary depending on the type of autonomy. For example, decisionmaking autonomy leads to improved job performance by enhancing work motivation, despite slightly increasing mental strain. Scheduling autonomy, on the other hand, primarily improves job performance by reducing mental strain. The motivation-enhancing and strain-reducing effects of job autonomy tend to be stronger in empowering contexts, characterized by high overall levels of job autonomy, cultural individualism and participative leadership culture. The strain-reducing effects of job autonomy are diminished in high power distance cultures and when malevolent leadership culture is the norm. We offer practical implications for managers in light of current changes in job autonomy.
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