Job enrichment rapidly is becoming one of the most widely used behavioral science strategies for organizational change. And there is scattered but compelling evidence that, under certain conditions, the technique can lead simultaneously to both improved productivity and to an increase in the quality of employee work experiences. Yet observations of on-going job enrichment projects in a number of organizations suggest that the approach is failing in practice at least as often as it is succeeding--and that its future as a strategy for personal and organizational change may be bleak. This report (a) explores a number of frequently-observed errors in implementing job enrichment that can lead to 'failures' of the technique, and (b) identifies a number of ingredients found to be common to most of the 'successful' job enrichment projects that were observed.
We examine how the learning, along several dimensions (environment, task, process, skills, goals), that takes place in strategic alliances between firms mediates between the ini...
Although much research has been conducted in the area of organizational commitment, few studies have explicitly examined how organizations facilitate commitment among members. U...
Summary A number of investigations, carried out at the Survey Research Center of the University of Michigan, have shown a consistent relationship between certain patterns of sup...
Abstract This paper presents a substantive theory of community-driven development based on a study of "social fund" projects in Jamaica. Social funds support community-based pro...
We consider the problem of reconstructing a sparse signal x^0\\in{\\bb R}^n from a limited number of linear measurements. Given m randomly selected samples of Ux0, where U is an...