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About 10,000 papers for “Workload”

WORKLOAD

Eimerl, Teviot · PubMed Central · 1980

Cited by 0Open access

Workload

Tavis S. Campbell, Jillian A. Johnson, Kristin A. Zernicke et al. · 2012

Cited by 4

WORKLOAD

Eimerl, Teviot · PubMed Central · 1980

Cited by 0Open access

Workload

Paul, Megan · Insecta mundi · 2021

What is workload?\nThere is no one, universally accepted definition of workload. A broad definition is that it is “an all-encompassing term that includes any variable reflecting the amount or difficulty of one’s work” (Bowling & Kirkendall, 2012, p. 222). Quantitative workload is the label for the amount of work done, and qualitative workload is the label for the difficulty of work (Bowling & Kirkendall, 2012). Further, there is a distinction between mental and physical workload and between objective and perceived workload (Bowling & Kirkendall, 2012). A variety of approaches have been used to measure objective workload. A common one focuses on the number of hours worked in a week, either gathered via self-report or timesheet records (Bowling & Kirkendall, 2012). Perceived workload measures, on the other hand, ask for employee perceptions about the volume and difficulty of their work. A variety of measures have been used for this type of workload as well. Example items include “How often does your job require you to work very hard?” (Spector & Jex, 1988) and “Today I have too much work to do for my job” (Ilies et al., 2007). A related concept is role overload, which is the experience when “role demands create the perception that available resources are inadequate to deal with them, resulting in distraction and stress” (Kahn et al., 1964, cited in Brown et al., 2005). A clear distinction has not been made between role overload and high perceived workload, and they are often measured in similar ways. Example role overload items include “The amount of work I am expected to do is too great” (Bolino & Turnley, 2005) and “How often does the amount of work you do interfere with how well the work gets done?” (Brown et al., 2005). In child welfare, caseload is a common indicator of workload, though it has obvious limitations, given the varied demands of different cases. Whereas caseload metrics include counts of the number of children or families assigned to workers, workload refers to “the amount of work required to successfully manage assigned cases and bring them to resolution” (Child Welfare Information Gateway, 2016). Both of these are objective measures of workload; thus, they are distinct from perceptions of workload or role overload, which offer an additional perspective on work demands. Though meta-analytic research has not been done on child welfare caseload or workload studies, further information on those topics can be found in the Child Welfare Information Gateway’s (2016) Caseload and Workload Management issue brief.\nWhy is workload important?\nThe meta-analytic research on workload has a) focused on employee perceptions and b) included measures of role overload. Defined as such, it is associated with several job attitudes and stress indicators. Specifically, workload is moderately related to lower job satisfaction, higher burnout, higher psychological strain, and higher turnover intentions (Bowling et al., 2015). It is only modestly associated with lower organizational commitment and is, surprisingly, not associated with job performance (Bowling et al., 2015). The connection between workload and actual employee turnover is unknown.\nCan workload be improved?\nThough there are many strategies that have the potential to improve actual or perceived workload, research is limited. In some cases, the strategies have been studied very little or not at all, and in other cases, empirical work has been done but workload has not been measured as an outcome. Instead, the focus has been on other indicators of effectiveness, such as job attitudes and employee behaviors. For example, there are many ways of ensuring that employees have the required knowledge and skills to meet job demands (e.g., hiring, onboarding, training), but the extensive research on those processes has not specifically focused on perceived workload, which is likely to be affected by employees’ capacity to manage the volume and difficulty of their job duties. Reduced-load work arrangements are not uncommon, but they are often customized to individual employees on an ad hoc basis, making them harder to study systematically. Nonetheless, rich qualitative data have been gathered that describe an array of strategies and contextual factors that could be implemented in a more systematic and formalized fashion (see Kossek & Ollier-Malaterre, 2020; Lee et al., 2000, & Lee et al., 2002). A well-established process for systematically restructuring jobs is known as job redesign (Hackman & Lawler, 1971). Though job redesign is not usually focused specifically on reducing workload (indeed, it was developed in response to efforts that focused on simplifying jobs, often at the expense of employee satisfaction and motivation; for a review of five key work design perspectives see Parker et al., 2017), the process can still take workload factors into account, and changes to perceived workload may be a natural byproduct. Again, most job design studies do not examine the effects on workload or workload perceptions, so this is speculative. One noteworthy exception is the QIC-WD’s partnership with the Louisiana Department of Children and Family Services on a job redesign effort that has involved developing and implementing a team approach to child welfare case management. Other promising possibilities for decreasing either or both objective or subjective workload in child welfare fall into the following categories: a) enhancing work processes and supports, b) implementing program, practice, and system changes, c) staffing, and d) improving worker effectiveness. For further details, see the Child Welfare Information Gateway’s (2016) Caseload and Workload Management issue brief. Some of the potential arrangements described above may seem unlikely or unsuitable for a child welfare agency, but with creativity, flexibility, a partnership with human resources and other stakeholders (e.g., workforce, management, union), and careful monitoring of outcomes, innovative strategies have the potential to change the landscape of jobs that are widely known for excessive workload.\nQIC-WD Takeaways\n► The meta-analytic research on workload has a) focused on employee perceptions and b) included measures of role overload.\n► Workload is moderately related to lower job satisfaction, higher burnout, higher psychological strain, and higher turnover intentions.\n► Workload is only modestly associated with lower organizational commitment and is not associated with job performance.\n► The connection between workload and actual employee turnover is unknown.\n► Though there are many strategies that have the potential to improve actual or perceived workload, research is limited.\n► For rich qualitative data on an array of strategies and contextual factors for reducing workload, see Kossek & Ollier-Malaterre, 2020; Lee et al., 2000, & Lee et al., 2002.\n► A well-established process for systematically restructuring jobs is known as job redesign. Though job redesign is not usually focused on specifically reducing workload the process can still take workload factors into account, and changes to perceived workload may be a natural byproduct.\n► The QIC-WD has partnered with the Louisiana Department of Children and Family Services on a job redesign effort that has involved developing and implementing a team approach to child welfare case management.\n► For a host of other promising possibilities for decreasing either or both objective or subjective workload, see the Child Welfare Information Gateway’s Caseload and Workload Management issue brief.

Cited by 0

Workload

Paul, Megan · Insecta mundi · 2021

What is workload? There is no one, universally accepted definition of workload. A broad definition is that it is “an all-encompassing term that includes any variable reflecting the amount or difficulty of one’s work” (Bowling & Kirkendall, 2012, p. 222). Quantitative workload is the label for the amount of work done, and qualitative workload is the label for the difficulty of work (Bowling & Kirkendall, 2012). Further, there is a distinction between mental and physical workload and between objective and perceived workload (Bowling & Kirkendall, 2012). A variety of approaches have been used to measure objective workload. A common one focuses on the number of hours worked in a week, either gathered via self-report or timesheet records (Bowling & Kirkendall, 2012). Perceived workload measures, on the other hand, ask for employee perceptions about the volume and difficulty of their work. A variety of measures have been used for this type of workload as well. Example items include “How often does your job require you to work very hard?” (Spector & Jex, 1988) and “Today I have too much work to do for my job” (Ilies et al., 2007). A related concept is role overload, which is the experience when “role demands create the perception that available resources are inadequate to deal with them, resulting in distraction and stress” (Kahn et al., 1964, cited in Brown et al., 2005). A clear distinction has not been made between role overload and high perceived workload, and they are often measured in similar ways. Example role overload items include “The amount of work I am expected to do is too great” (Bolino & Turnley, 2005) and “How often does the amount of work you do interfere with how well the work gets done?” (Brown et al., 2005). In child welfare, caseload is a common indicator of workload, though it has obvious limitations, given the varied demands of different cases. Whereas caseload metrics include counts of the number of children or families assigned to workers, workload refers to “the amount of work required to successfully manage assigned cases and bring them to resolution” (Child Welfare Information Gateway, 2016). Both of these are objective measures of workload; thus, they are distinct from perceptions of workload or role overload, which offer an additional perspective on work demands. Though meta-analytic research has not been done on child welfare caseload or workload studies, further information on those topics can be found in the Child Welfare Information Gateway’s (2016) Caseload and Workload Management issue brief. Why is workload important? The meta-analytic research on workload has a) focused on employee perceptions and b) included measures of role overload. Defined as such, it is associated with several job attitudes and stress indicators. Specifically, workload is moderately related to lower job satisfaction, higher burnout, higher psychological strain, and higher turnover intentions (Bowling et al., 2015). It is only modestly associated with lower organizational commitment and is, surprisingly, not associated with job performance (Bowling et al., 2015). The connection between workload and actual employee turnover is unknown. Can workload be improved? Though there are many strategies that have the potential to improve actual or perceived workload, research is limited. In some cases, the strategies have been studied very little or not at all, and in other cases, empirical work has been done but workload has not been measured as an outcome. Instead, the focus has been on other indicators of effectiveness, such as job attitudes and employee behaviors. For example, there are many ways of ensuring that employees have the required knowledge and skills to meet job demands (e.g., hiring, onboarding, training), but the extensive research on those processes has not specifically focused on perceived workload, which is likely to be affected by employees’ capacity to manage the volume and difficulty of their job duties. Reduced-load work arrangements are not uncommon, but they are often customized to individual employees on an ad hoc basis, making them harder to study systematically. Nonetheless, rich qualitative data have been gathered that describe an array of strategies and contextual factors that could be implemented in a more systematic and formalized fashion (see Kossek & Ollier-Malaterre, 2020; Lee et al., 2000, & Lee et al., 2002). A well-established process for systematically restructuring jobs is known as job redesign (Hackman & Lawler, 1971). Though job redesign is not usually focused specifically on reducing workload (indeed, it was developed in response to efforts that focused on simplifying jobs, often at the expense of employee satisfaction and motivation; for a review of five key work design perspectives see Parker et al., 2017), the process can still take workload factors into account, and changes to perceived workload may be a natural byproduct. Again, most job design studies do not examine the effects on workload or workload perceptions, so this is speculative. One noteworthy exception is the QIC-WD’s partnership with the Louisiana Department of Children and Family Services on a job redesign effort that has involved developing and implementing a team approach to child welfare case management. Other promising possibilities for decreasing either or both objective or subjective workload in child welfare fall into the following categories: a) enhancing work processes and supports, b) implementing program, practice, and system changes, c) staffing, and d) improving worker effectiveness. For further details, see the Child Welfare Information Gateway’s (2016) Caseload and Workload Management issue brief. Some of the potential arrangements described above may seem unlikely or unsuitable for a child welfare agency, but with creativity, flexibility, a partnership with human resources and other stakeholders (e.g., workforce, management, union), and careful monitoring of outcomes, innovative strategies have the potential to change the landscape of jobs that are widely known for excessive workload. QIC-WD Takeaways ► The meta-analytic research on workload has a) focused on employee perceptions and b) included measures of role overload. ► Workload is moderately related to lower job satisfaction, higher burnout, higher psychological strain, and higher turnover intentions. ► Workload is only modestly associated with lower organizational commitment and is not associated with job performance. ► The connection between workload and actual employee turnover is unknown. ► Though there are many strategies that have the potential to improve actual or perceived workload, research is limited. ► For rich qualitative data on an array of strategies and contextual factors for reducing workload, see Kossek & Ollier-Malaterre, 2020; Lee et al., 2000, & Lee et al., 2002. ► A well-established process for systematically restructuring jobs is known as job redesign. Though job redesign is not usually focused on specifically reducing workload the process can still take workload factors into account, and changes to perceived workload may be a natural byproduct. ► The QIC-WD has partnered with the Louisiana Department of Children and Family Services on a job redesign effort that has involved developing and implementing a team approach to child welfare case management. ► For a host of other promising possibilities for decreasing either or both objective or subjective workload, see the Child Welfare Information Gateway’s Caseload and Workload Management issue brief.

Cited by 0

Workload

Paul E. Spector · Edward Elgar Publishing eBooks · 2024

Cited by 0

Workload intensification in Scotland:teacher workload research

Hulme, Moira; id_orcid 0000-0002-4095-3880, Beauchamp, Gary, Bignell, Carole; id_orcid 0000-0002-7169-4148 et al. · The UWS Academic Portal (University of the West of Scotland) · 2024

The teaching workforce in and beyond Europe is facing unprecedented challenges. Many European school systems are facing teacher shortages as recruitment targets are missed and the number of teachers leaving the profession before retirement increases. Challenging employment conditions in 2022 and 2023 saw industrial action by teachers in France, Germany, Hungary, Italy, Spain and Portugal.<br/><br/>The European Trade Union Committee for Education has expressed concern about the declining attractiveness of the teaching profession and the need for adequate pay, and equitable and sustainable workloads.<br/><br/>In this article we summarise research commissioned by the Educational Institute of Scotland in response to workload concerns expressed by teachers in Scotland’s schools.

Cited by 0Open access

Maximal workload, minimal workload, maximal workload difference: optimizing all criteria at once

Sébastien Dechamps, Frédéric Meunier · arXiv (Cornell University) · 2023

In a simple model of assigning workers to tasks, every solution that minimizes the load difference between the most loaded worker and the least loaded one actually minimizes the maximal load and maximizes the minimal load. This can be seen as a consequence of standard results of optimization over polymatroids. We show that similar phenomena still occur in close models, simple to state, and that do not enjoy any polymatroid structure.

Cited by 0Open access

Mental Workload and ARL Workload Modeling Tools

Diane Kuhl Mitchell · 2000

Abstract : The author of this report provides an overview of mental workload theory and mental workload measurement. She also describes the development, application, and validation of the mental workload modeling tools developed by the Human Research and Engineering Directorate of the U.S. Army Research Laboratory (ARL). These ARL tools, VACP (visual, auditory, cognitive, psychomotor) option in the improved performance research integration tool (IMPRINT) and WinCrew, can help the designers of military systems to assess the mental workload associated with different configurations of soldiers and equipment involved in the performance of a mission. System designers can conduct this assessment in the concept development phase of system design and reduce the need to build costly system mock-ups.

Cited by 91

REAL WORKLOAD CHARACTERIZATION AND SYNTHETIC WORKLOAD GENERATION

Keerthi Bangari . · International Journal of Research in Engineering and Technology · 2016

In computing, the workload is the amount of processing that the computer has been given to do at a given time. Workloads are two types namely synthetic and real workload. Real workloads are not publicly available and some workloads are available in the internet like Google trace, world cup 98 trace and Clark Net trace. Synthetic workloads are generated based on our experiments. The real trace is downloaded from Google cluster data which consists of two workloads. In first trace it refers to 7 hours period with set of tasks. In second trace it refers to 30 days period of work. Each dataset is packed as set of one or more files, each provided in compressed Common Separated Values(CSV) format. In this paper we are analyzing the Google cluster data version 2 trace in IBM SPSS statistics and generating another workload called synthetic workload with the same characteristics and behavior of real workload based on formulae which is generated using linear regression in IBM SPSS statistics.

Cited by 6Open access

Faculty workload

Reema Zeineldin · 2025

This chapter defines faculty workload and its activities with sharing variation in expectations for teaching and research institutions. It differentiates faculty workload activities and productivity and stresses how various activities are either invisible and/or do not get credit toward promotion and tenure. It identifies conditions to award workload releases or additional compensation. It ends with sharing an established and published model for equitable faculty workload and ideas for helping faculty manage their workload.

Cited by 0