The job characteristics theory of work motivation claims to provide a basis for redesigning jobs which are narrow in scope and low in motivating potential. This can involve changes in both the job and the control system. The present study uses survey and participant-observer data gathered from the sales forces of 19 organisations to determine whether a simultaneous change at both levels is viable. The results suggest that, while the job characteristics model provides a clear strategy for change, organisations are unlikely to realise the full motivational impact of job enrichment unless the control system is congruent with the job redesign.
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