The concept of the self‐regulating work group is not new. Whilst much has been written about it there are no reliable statistical data about its incidence, perhaps because of the difficulty of adequately describing this form of work organisation. Its use, however, would not appear to be widespread. Nevertheless, it remains one of a variety of work forms for companies to consider in searches for enhanced productivity, flexibility, employee involvement and work satisfaction. It is with this in mind that some of the basic ideas underpinning the self‐regulating work group and conditions surrounding its introduction are considered.
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