| Abstract: | The redesign of jobs and work systems is frequently carried out to increase organizational productivity and/or to improve the quality of the work experiences of organization members. Four theoretical approaches to work redesign (activation theory, motivation–hygiene theory, job characteristics theory, and the sociotechnical theory) are reviewed and compared, and the kinds of personal and work outcomes that can reasonably be expected from restructuring jobs are discussed. A number of unanswered questions (e.g., the role of individual differences, diagnostic and evaluation methodologies, and the job of the supervisor) about the strategy and tactics of redesigning jobs are presented, and some problems in installing work redesign programs in existing organizations are outlined. (47 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved) |
