the redesign of jobs and work system is frequently carried out to increase organizational productivity and/or to improve the work quality of the work experiences of organization members. Four theoretical approaches to work redesign are reviewed and compared, and the kinds of personal and work outcomes that can reasonably be expected from restructuring jobs are discussed. A number of unanswered questions about the strategy and tactics of redesigning jobs are set forth, and some problems in installing work redesign programs in existing organizations are outline.