A review of 31 methodologically rigorous case studies and experiments in job re-design showed only limited support lor the Job Characteristics Model. Where job re-design led to employee perceptions of improved job content then employees were also likely to experience higher job satisfaction. Job performance improvements however were not significantly associated with job perceptions, intrinsic work motivation, or job satisfaction, although they were associated with pay rises and job losses among employees. These findings are accounted for by a twin-track model which suggests that the determinants of performance are different from the determinants of satisfaction. While job re-design appears to give employees higher job satisfaction, there is no strong evidence that in and of itself it motivates them to higher performance.
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