Micro-level organization
Examines the design of jobs at the micro-structure or individual level of the organization. Reviews the drawbacks of the scientific management approach to micro-level job design. Argues that at the level of the individual, managers should be attempting to create a role for each individual that offers a suitable reward in terms of the level of satisfaction perceived to be accrued from taking that role. Advocates the design of work groups as a means of engendering quality and productivity.
Keywords: Individual Behaviour; Job Design; Productivity; Scientific Management; Tqm; Work Groups; Work Study
Document Type: Research Article
Publication date: 01 February 1993
- Renamed International Journal of Productivity & Performance Management in 2004
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