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This paper presents a review and classification of reported experiments in job design. The study is confined, in the main, to published experiments directed towards the improvement of the motivational content of blue‐collar jobs, and is intended principally to provide a reference source to those researchers or practitioners engaged in work in this field. Before describing these experiments, we shall briefly review the methods available to the job designers who seek to restructure jobs. Much has been written on the subject and for this reason our discussion will be brief, nor will we discuss the history or development of job design principles which is adequately dealt with elsewhere.

Restates some old truths and suggests some new areas within the special areas of maintenance multi‐skilling teams. Multi‐skilled teamworking, properly resourced as a cultural change process and not an administrative reform, can assure business success by making teamworking useful across the whole workforce. Discusses the flexibility of labour debate and the problems found when implementing multi‐skilled teams. Looks at what managers hope to gain from multi‐skilled teams and what is to be done as a result of these findings.

This article has four parts. First, we outline the main determinants of productivity and examine some evidence on the relative importance of the factors involved. Secondly, we outline the “conventional” wisdom on the influence of trade unions and generate several hypotheses on the possible effects of trade unions on a number of economic variables. Thirdly, by an appeal to a wide range of literature, we seek to test these hypotheses but with particular reference to the influence of trade unions on productivity. Fourthly, we indicate that in terms of policy on productivity‐raising measures the conventional wisdom is wanting and there is a need for an alternative theory upon which to base policies for the implementation of change.

Attempts to demonstrate that total quality management (TQM) can be successfully transferred to service industries as well as manufacturing industries. In profit‐making services, TQM can lead not only to reduced costs and greater profit margins but also to greater market share through better orientation to customers’ needs. Highlights the Japanese approach to service quality which is an integral part of the organization rather than just an add‐on programme. Illustrates the condition needed to institute a TQM programme successfully in the service industry and concludes with the thought that without these conditions, TQM merely becomes another panacea doomed to failure.

Some of the problems associated with present quality assurance programmes in Canada are discussed, the principles, techniques and supporting factors involved in total quality control examined, and a model proposed for adapting this approach to meet the needs of health care institutions. A selected survey of Japanese quality practices is also provided.

Using current Australian experience as a reference point, the costs and benefits of multi‐skilling are critically analysed. First, an attempt is made to identify key organisational elements involved in programmes of multi‐skilling at enterprise level. Secondly, some of the proposed benefits and possible costs associated with such developments are identified and discussed. Finally, some suggestions for future research and practice in the area are raised.

Reports on research which was funded by the 20 NHS trusts which are members of the Health Service Facilities Management Research and Application Forum co‐ordinated by the Unit for Facilities Management Research at Sheffield Hallam University. Using a literature search and by collecting primary data from NHS and non‐NHS organizations, tested the hypothesis that the introduction of multiskilling and/or generic working can give an organization greater efficiency and also provide job enrichment for its workers. These benefits will increasingly lead NHS trusts to introduce these systems as a means of making effective use of the available resources. Refers to recent changes in the pattern of working in NHS trusts. Uses various case studies to provide guidance. These, together with the primary information, are used to identify the key success factors and the potential dangers of implementing multiskilling or generic working. Also outlines steps for the introduction of these policies into an NHS trust.

In the debate leading up to the publication of the proposed Government White Paper Fairness at Work, companies which have de‐recognised unions have been portrayed by the unions as looking backwards to “Victorian” employment practices. This paper traces the development of “single status” ‐ effecively the de‐recognition of trade unions ‐ at BP Chemicals. It indicates that, after an initial phase of “macho” tactics at its Baglan Bay site, management adopted an apparently more consensual approach at its two other main sites utilising ballots of workers for the “single status” package. Further, the package introduced Employee Forums on each site which formed the basis of the establishment of a European Works Council. As such it leads to a questioning of the effectiveness of measures in the White Paper to bring about a return to trade union recognition.

Seeks to better understand the implications of Japanese management methods in non‐Japanese and non‐Western contexts. Utilizes a framework proposed by Young to assess the implementation of Japanese management practices in Singapore. Based on comparative case studies of five Japanese multinational companies in Singapore, explores their ability to use or adapt practices employed in Japan. Concludes that, on the whole, the companies successfully sought to modify features of the Singaporean environment to suit Japanese manufacturing methods, though they were forced to make some concessions to local conditions. Supports Young’s call for further research, where the ability to compare directly the experience of both Japanese subsidiaries and non‐Japanese companies seeking to adopt Japanese manufacturing techniques would be a distinct advantage.

This article is based on a research project on new employee‐relations practices in engine plants of European mass producers across four countries. Identifies two approaches towards a new organization of work: The German model relies on the production worker with apprenticeship, while the Honda model relies on continuous training‐on‐the‐job for production workers. One of the main results is that Honda′s production system may be a better model for British manufacturing companies – given the labour market situation – rather than the attempt to copy the German system of dual training. The German system seems to be built on a virtuous circle of company long‐termism, government and public support, and manufacturing success, which may be difficult to enter from outside. The Honda plant is in its early stages and it is not completely clear whether the principle can also work in a fully fledged capital‐intensive, high‐tech manufacturing plant, where high machine utilization is crucial.