The Two Faces of Job Complexity

Purpose: This study addresses three questions: (a) whether it is possible to empirically distinguish two different types of job complexity (stimulating and demanding complexity); (b) how these relate to intrinsic work motivation and job satisfaction, and (3) whether individual differences in Personal Need for Structure (PNS) moderate these relations.

Design/Methodology: 152 employees, recruited through MTurk, responded to an online survey.

Results: Stimulating and demanding complexity loaded on two different factors. Job satisfaction was negatively predicted by demanding complexity, but only among employees high in PNS. In contrast, stimulating complexity was positively related to both job satisfaction and intrinsic motivation, regardless of employees’ PNS.

Limitations: The study is correlational and cross-sectional, and therefore we cannot draw strong causal conclusions.

Research/Practical Implications: Effectively managing job complexity requires recognition of its two-faceted nature. Job complexity is not merely a motivator, but also poses information processing demands. Since such demands are highly aversive for some employees, it is important that organizations strive to reconcile the complexities inherent to certain jobs with the needs of their workers.

Originality/Value: Relatively little work has addressed the moderating role of individual differences in the relation between job complexity and job satisfaction. Moreover, distinguishing between stimulating and demanding aspects of job complexity may eventually help to reconcile previous conflicting findings on the effects of job complexity. Clearly, job complexity is itself a complex construct.