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Objective and Social Sources of Information in Task Redesign: A Field Experiment
Ricky W. Griffin
Administrative Science Quarterly
Vol. 28, No. 2 (Jun., 1983), pp. 184-200
Published by: Sage Publications, Inc. on behalf of the Johnson Graduate School of Management, Cornell University
Stable URL: http://www.jstor.org/stable/2392617
Page Count: 17
You can always find the topics here!Topics: Employee supervision, Productivity, Employees, Plants, Social perception, Control groups, Social interaction, Friendship, Questionnaires, Field experiments
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In a laboratory pretest, informational cues from a supervisor were shown to have a significant effect on how subjects perceived and responded to an experimental task. The effects of objective task changes and informational cues from supervisors on (1) employee perceptions of task attributes, (2) affective responses, and (3) productivity were then examined in a field experiment in two manufacturing facilities. Results suggested that perceptions of task attributes and affective responses were significantly influenced by both the objective task changes and the informational cues from supervisors. In addition, some interactive effects were detected. Objective task changes were also found to influence productivity; but no relationship between productivity and supervisory cues was found.
Administrative Science Quarterly © 1983 Johnson Graduate School of Management, Cornell University