Why do we seem to see substantially more lip service to the idea of job enrichment than enrichment innovations calculated to "buy" more or better work? Three things may be involved. There is a scarcity of job richness, and more for workers could mean less for first-level bosses, who already enjoy little enrichment. Also, the job enrichment "bargain" may not seem nearly as inviting to potential enrichees as management writers and managers have led themselves to believe. Finally, we may be implementing the most promising job enrichment possibilities first—and moving thereby toward greater and greater cost-benefit difficulties.
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