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Many of these ways are concerned with improving the employee's 'task variety' and this is true of job enlargement and job rotation. Here variety is introduced into the job by giving an individual more tasks to carry out, or by allowing movement around a number of tasks, with a period of time being spent on each. None of these tasks may require much skill for their performance . This kind of approach can be useful in that it reduces work monotony and will be appropriate if a particular employee group is generally satisfied with work and merely wants more variety Designing the system 47 in order to have a higher level of job satisfaction.

In return employees require a fair financial reward and want these procedures and controls to be arranged in such a way that they retain a degree of personal influence over their activities. The effort-reward bargain is the amount that a firm is prepared to pay to get the skills and competences it requires , set against the evaluation of individuals of how much their skills are worth, and their expectations of what they are likely to receive. This contractual area has traditionally been seen by management as the most important and the one with greatest influence on employer-employee relationships .

A way of incorporating development activities into work becomes possible if we stop thinking about individual jobs and turn our attention to the socio-technical concept of ' autonomous' groups, or self-managing groups such as clinical directorates. The focus of attention is now the group rather than the individual and this switch provides an opportunity to consider how more complex responsibilities can be incorporated into the work of a group of non-supervisory staff who see themselves as a team.

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