Descriptor
| Job Development | 3 |
| Job Satisfaction | 3 |
| Job Simplification | 3 |
| Organizational Development | 3 |
| Assembly (Manufacturing) | 1 |
| Behavior Theories | 1 |
| Definitions | 1 |
| Employee Responsibility | 1 |
| Employer Employee Relationship | 1 |
| Guidelines | 1 |
| Job Enrichment | 1 |
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| Journal Articles | 1 |
| Opinion Papers | 1 |
| Reports - Descriptive | 1 |
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Woodman, Richard W.; Sherwood, John J. – Personnel Journal, 1977
Job design or redesign (intended to create a more meaningful working environment that meets the needs of people as well as the organization) is discussed in terms of job rotation, work simplification, job enlargement, job enrichment, and other concepts relating to successfully redesigning other's jobs as part of effective management. (TA)
Descriptors: Definitions, Guidelines, Job Development, Job Enrichment
Peer reviewedMartelli, Joseph T. – Journal of Epsilon Pi Tau, 1982
Presents a critique of Taylor's scientific management theory and the negative consequences of work simplification. Compares this method with Maslow's, Herzberg's, and Thorsrud's theories of motivation, and contrasts the experiences of General Motors' application of Taylor's model and General Foods' application of Thorsrud's. (SK)
Descriptors: Assembly (Manufacturing), Behavior Theories, Job Development, Job Satisfaction
Cohen, Michael L. – Personnel Journal, 1976
Points out why jobs are so demarcated between levels and then explains and illustrates the way jobs between the various levels are differentiated on the basis of unique results and contribution. (Author)
Descriptors: Employee Responsibility, Employer Employee Relationship, Job Development, Job Satisfaction
