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Purpose – The purpose of this paper is to examine the effect of work characteristics on members' self-efficacy and collective efficacy, and the subsequent effect on police officers' performance. Design/methodology/approach – A multilevel model is adopted to analyze quantitative data obtained by using 812 police officers and 54 chiefs of police stations in Taiwan as the research objects. Findings – The authors found that work characteristics affected members' self-efficacy and collective efficacy, which further affected the individual- and group-level performance and the contextual effect of social work characteristics (SWCs) and collective efficacy on self-efficacy and individual performance. The authors also confirmed the cross-level moderation of social characteristics on the relationship between motivational work characteristics (MWCs) and self-efficacy, and between self-efficacy and individual performance. Research limitations/implications – A limitation was the characteristics of the sample, which consisted of mostly first-line uniformed police officers in Taiwan. From the perspective of managerial implications, it is felt that police organizations should beef up the training on police officers' collective efficacy, such as building group spirit, improving members' sense of responsibility, and building up trust with the organization. Originality/value – The findings prove that the study of work design is particularly important for enhancing the management effectiveness of police organization, because it explains the causes of a number of organizational behaviors as well as a number of important results that influence the police organization (e.g. efficacy and performance). [ABSTRACT FROM AUTHOR]

This empirical study examines the relationship between job standardization, role stress and job burnout components (i.e. emotional exhaustion, diminished personal accomplishment and depersonalization). Data used here comes from 412 employees of manufacturing and service companies in Taiwan. A path analysis model is developed and tested that posits role conflict and ambiguity as a partial mediator of job standardization resulting in job burnout relationship. Empirical results suggest that increased job standardization diminishes job burnout indirectly, such that the true effect of job standardization may be understood with role stress constructs. However, we show that job standardization and job burnout components have spurious relationships. Results are contrasted with those from previous studies, and implications for managers are discussed. [ABSTRACT FROM AUTHOR]