The theory led to the widespread enthusiasm for job enrichment (rotating, enlarging jobs), defined as an attempt by management to design tasks in such a way as to build in the opportunity for personal achievement, recognition, challenge and individual growth (Furnham et al., 1999). Among other things, this involved attempts to increase individuals’ accountability for their own work, increase their control over discrete and varied elements of a particular job and allow workers the opportunity to become authorities and experts in relation to those elements.