MorseJohn J., “A Contingency Look at Job Design,”California Management Review (Fall 1973), pp. 67–75.
2.
McGregorDouglas, The Human Side of Enterprise (New York: McGraw-Hill, 1960).
3.
HerzbergFrederick, Work and the Nature of Man (Cleveland: World, 1966).
4.
BlaunerRobert, Alienation and Freedom (Chicago: University of Chicago, 1964); and LawlerEdward E., “Job Design and Employee Motivation,”Personnel Psychology, Vol. 22 (1969), pp. 426–435.
5.
TurnerArthurLawrencePaul R., Industrial Jobs and the Worker (Boston: Harvard University School of Business Administration, 1965); and HulinCharles L.BloodMilton R., “Job Enlargement, Individual Differences, and Worker Responses,”Psychological Bulletin, Vol. 69 (1968), pp. 41–55.
6.
HackmanJ. RichardLawlerEdward E., “Employee Reactions to Job Characteristics,”Journal of Applied Psychology, Vol. 55 (1971), pp. 259–286.
7.
MorseJohn J., “A Contingency Look at Job Design,” op. cit.
8.
LawlerEdward E., Pay and Organizational Effectiveness: A Psychological View (New York: McGraw-Hill, 1971).
9.
WhyteWilliam F., Money and Motivation (New York: Harper, 1955).
10.
LawlerEdward E., Pay and Organizational Effectiveness: A Psychological View, op. cit.
11.
NealyStanley, “Pay and Benefit Preferences,”Industrial Relations, Vol. 3 (1963), pp. 17–28.
12.
ArgyrisChris, “Personality and Organization Revisited,”Administrative Science Quarterly, Vol. 18 (1973), pp. 141–167.
13.
VroomVictor H., Some Personality Determinants of the Effects of Participation (Englewood Cliffs, New Jersey: Prentice Hall, 1960).
14.
FrenchJohn R. P.IsraelJ.AsDagfin, “An Experiment on Participation in a Norwegian Factory,”Human Relations, Vol. 13 (1960), pp. 3–19; and StraussGeorge, “Some Notes on Power-Equalization,” in LeavittH. J. (ed.), The Social Science of Organizations (Englewood Cliffs, New Jersey: Prentice-Hall, 1963).
15.
FiedlerFrederick E., “Predicting the Effects of Leadership Training and Experience from the Contingency Model,”Journal of Applied Psychology, Vol. 56 (1972), pp. 114–119.
16.
CampbellJohn P.DunnetteMarvin D., “Effectiveness of T-Group Experiences in Managerial Training and Development,”Psychological Bulletin, Vol. 70 (1968), pp. 73–104.
17.
GhiselliEdwin E., “Moderating Effects and Differential Reliability and Validity,”Journal of Applied Psychology, Vol. 47 (1963), pp. 81–86.
18.
GuionRobert M., Personnel Testing (New York: McGraw-Hill, 1965).
19.
WoodwardJoan, Industrial Organization: Theory and Practice (London: Oxford University Press, 1965); LawrencePaul R.LorschJay W., Organization and Environment (Boston: Division of Research, Graduate School of Business Administration, Harvard University, 1967); ArgyrisChris, Integrating the Individual and the Organization (New York: John Wiley, 1964); and BurnsTomStalkerG. M., The Management of Innovation (London: Tavistock Publications Limited, 1961).
20.
KahnRobert, “The Work Module—A Tonic for Lunchpail Lassitude,”Psychology Today, Vol. 6 (1973), pp. 94–95.
21.
VroomVictor, Work and Motivation (New York: Wiley, 1964).
22.
WeitzJoseph, “Job Expectancy and Survival,”Journal of Applied Psychology, Vol. 40 (1956), pp. 245–247; and WanousJohn P., “Effect of a Realistic Job Preview on Job Acceptance, Job Survival and Job Attitudes,”Journal of Applied Psychology, in press.