Editing Work design (section)

=== Managerial strategies ===

====Job rotation====
{{see also|Job rotation}}
''Job rotation'' is a job design process by which employee roles are rotated in order to promote flexibility and tenure in the working environment.<ref>{{Citation|title=Job rotation|date=2018-12-05|url=https://en.wikipedia.org/w/index.php?title=Job_rotation&oldid=872073148|work=Wikipedia|access-date=2019-02-02}}</ref> Through job rotation, employees laterally mobilize and serve their tasks in different organizational levels; when an individual experiences different posts and responsibilities in an organization, the ability to evaluate his or her capabilities in the organization increases.<ref>{{cite journal|last=Asensio-Cuesta|first=S.|author2=Diego-Mas, J.A.|author3=Cremades-Oliver, L.V.|author4=González-Cruz, M.C.|date=15 December 2012|title=A method to design job rotation schedules to prevent work-related musculoskeletal disorders in repetitive work|journal=International Journal of Production Research|volume=50|issue=24|pages=7467–7478|doi=10.1080/00207543.2011.653452|hdl-access=free|hdl=10251/82029|s2cid=73622968}}</ref> By design, it is intended to enhance motivation, develop workers' outlook, increase productivity, improve the organization's performance on various levels by its multi-skilled workers, and provides new opportunities to improve the attitude, thought, capabilities and skills of workers.<ref>{{cite journal|last=Casad|first=Scott|year=2012|title=Implications of job rotation literature for performance improvement practitioners|journal=Performance Improvement Quarterly|volume=25|issue=2|pages=27–41|doi=10.1002/piq.21118}}</ref>

====Job enlargement====
{{see also|Job enlargement}}
Hulin and Blood (1968)<ref name=":0">{{cite journal|last=HULIN|first=CHARLES L.|author2=BLOOD, MILTON R.|year=1968|title=Job enlargement, individual differences, and worker responses|journal=Psychological Bulletin|volume=69|issue=1|pages=41–55|doi=10.1037/h0025356}}</ref> define ''job enlargement'' as the process of allowing individual workers to determine their own pace (within limits), to serve as their own inspectors by giving them responsibility for quality control, to repair their own mistakes, to be responsible for their own machine set-up and repair, and to attain choice of method. By working in a larger scope, as Hulin and Blood state, workers are pushed to adapting new tactics, techniques, and methodologies on their own.<ref name=":0" /> [[Frederick Herzberg]]<ref name="Herzberg 1968 46–57">{{cite book|last=Herzberg|first=F.|title=One more time: How do you motivate employees|publisher=Harvard Business Review|year=1968|location=Boston|pages=46–57}}</ref> referred to the addition of interrelated tasks as 'horizontal job loading,' or, in other words, widening the breadth of an employee's responsibilities.

====Job enrichment====
{{main|Job enrichment}}
''Job enrichment'' increases the employees' autonomy over the planning and execution of their own work, leading to self-assigned responsibility. Because of this, job enrichment has the same motivational advantages of job enlargement, however it has the added benefit of granting workers autonomy.  [[Frederick Herzberg]]<ref name="Herzberg 1968 46–57" /> viewed job enrichment as 'vertical job loading' because it also includes tasks formerly performed by someone at a higher level where planning and control are involved.