| Abstrakt: |
Job redesign has been used in the public and private sectors for at least two decades. This essay examines the use of job redesign techniques in the public sector. The psychological basis of job redesign is briefly reviewed, focusing on motivation theories. Then, several cases are reviewed il lustrating the application of different techniques. Finally, the utility of job redesign in the public sector is assessed, concluding with a call for more rigorous research. An Appendix lists twenty-one cases of various job redesign efforts in the public sector. [ABSTRACT FROM PUBLISHER] |
