You are not currently logged in.
Access JSTOR through your library or other institution:
If You Use a Screen ReaderThis content is available through Read Online (Free) program, which relies on page scans. Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Critical Factors in the User Environment: An Experimental Study of Users, Organizations and Tasks
Gayle J. Yaverbaum
Vol. 12, No. 1 (Mar., 1988), pp. 75-88
Stable URL: http://www.jstor.org/stable/248807
Page Count: 14
You can always find the topics here!Topics: Personal computers, End users, User satisfaction, Management information systems, Computer programming, Motivation, Financial management, Occupational identity, Employees, Computers in education
Were these topics helpful?See somethings inaccurate? Let us know!
Select the topics that are inaccurate.
Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Preview not available
This study investigates the characteristics of end users within the context of their environments. End users are defined as those persons who interact with a computer as part of their job but are not programmers or analysts. The Job Diagnostic Survey (JDS) developed by Greg Oldham and J. Richard Hackman, is applied to 84 end users in 15 companies to discern 1) if there is a need for work redesign in the user environment; and 2) if there are problems specific to any part of the user environment. The results are compared with established norms for various categories of workers and show that end users generally perceive their jobs to be more highly motivating than do most workers. However, managers who utilize computers are not finding their jobs to be much more significant or meaningful than an average manager. Additionally, people utilizing the computer on a regular basis are experiencing boredom from a lack of interpersonal relationships. Solutions must be sought through work redesign.
MIS Quarterly © 1988 Management Information Systems Research Center, University of Minnesota