Abstract
In recent years, management strategies and techniques for redesigning jobs along ‘participative’ and ‘enriched’ lines, which previously went acclaimed with little or no critical comment, have come under closer scrutiny. That scrutiny has exposed the often thinly disguised efforts at intensifying work and inducing docile acquiescence which underlie many such company initiatives. It has also revealed in many cases a rather poorer success rate, even for management, than is found or hinted at in the orthodox celebrations of job reorganisation.KeywordsHuman RelationLabour ProcessLabour MovementParticipative DesignResponsible AutonomyThese keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
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