The Social Context of Work Organisation Change

Abstract

Job design and work organisation are important current problems of industrial societies. It is argued that many jobs make low demands on the skills and abilities of employees, are monotonous and involve little obvious contribution to an identifiable task. This is seen as leading to low motivation to work. Attempts at increasing the ‘motivation potential’ of work are seen as means both of increasing employee satisfaction with work and leading to reduced absenteeism, labour turnover, increased output, improved quality and reduced waste. The literature contains many case descriptions of job design change based on assumptions of this type in which results of this nature are reported.

Citation

Carnall, C.A. (1979), "The Social Context of Work Organisation Change", Personnel Review, Vol. 8 No. 4, pp. 28-38. https://doi.org/10.1108/eb055395