This paper is concerned with job re‐design in operating systems: the types of change encountered; who advocates change and why; the implications of job changes for the job holders and their supervisors (and ultimately operations managers); and steps which can be taken to overcome or avoid supervisory management alienation. Also, the types of outcome typically emerging after implementation of job revisions.
Carlisle, B. (1983), "Job Design Implications for Operations Managers", International Journal of Operations & Production Management, Vol. 3 No. 3, pp. 40-48. https://doi.org/10.1108/eb054701Download as .RIS
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