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This article counter-balances a tendency for reports of QWL-inspired organisational changes to be descriptive case-studies of individual experiments within manufacturing industry. It offers a conceptual framework for classifying different QWL measures and reports a study of the extent, focus of application and perceived effect of such measures throughout the UK hospitality industry. This indicates some discontinuities between general QWL ideas and their practical application in a specific service setting, arising out of ambiguities in both the ends and means of job redesign and employee participation.
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Colin Hales (1987) studied this question.
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