Design of socio-technical systems: What does the practice tell us?

Abstract

In this paper we report upon some results of an empirical study involving employees from 32 SMEs in the UK on how they approach socio-technical principles in the design of their work systems. We are particularly interested in what extent employees are engaged with decision making, change in work practices and job satisfaction. Our findings reveal that employees would prefer more responsibilities, more involvement in the decision making and in change of work practices. Additionally, it seems that recognition and appreciation by management are the most valuable job satisfaction criteria. Therefore, our findings further support the conclusion that socio-technical principles are not outdated. From a socio-technical lens, the debate on the productivity issues should not only consider buying more technology as a crucial part of the design of a work process but additional effort is required to connect it with employees’ capabilities.