Abstract
A field experimental design was used to analyze the effects of a job redesign intervention on a large department store's salespersons' functional and dysfunctional performance behaviors. Both the functional and dysfunctional directly observed performance behaviors of the experimental group moved in the desired directions during the redesign intervention. However, only the dysfunctional behaviors dropped significantly when statistical analysis was conducted. The performance behaviors of the control group remained relatively constant throughout the phases of the experiment. A subanalysis using a quasi-experiment indicated that the redesign also had a generally positive effect on salespersons' satisfaction.
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