In the context of the debate about the effectiveness of implementing new work practices, such as job rotation, teamwork and enhancing job autonomy, this article analyses their relationship with different dimensions of workers’ effort. Using two different but complementary data sets, our study reveals that in general these new work practices are associated to greater voluntary and involuntary mental effort, with a weaker link with involuntary physical effort. Besides this general trend our study also shows that different practices play different roles in different dimensions of employee effort.
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