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The authors describe a new strategy for redesigning jobs to increase the work motivation and satisfaction of employees. It includes discussion of why some jobs prompt employees to become self-motivated in their work—and others to do the opposite; how to diagnose a job before changing it; and what action steps to take on the basis of the diagnosis to generate the most beneficial outcomes. The article concludes with presentation of a case in which the techniques described were successfully applied.
Hackman et al. (Tue,) studied this question.