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Journal of Management
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Employee Beliefs and Support for a Work Redesign Intervention

Roger L. Anderson

Bryant College

James R. Terborg

University of Oregon

Survey data from 268 employees participating in a work redesign intervention showed that beliefs about the negative impact of the intervention on the work context was an important predictor of the level of support for the change. In contrast, beliefs about the process used to introduce the change and the potential positive impact of the change on core job dimensions were only weakly related to supportfor the intervention. These results suggest that researchers and practitioners need to be sensitive to employee fears and concerns about the negative consequences of work redesign interventions.

Journal of Management, Vol. 14, No. 3, 493-503 (1988)
DOI: 10.1177/014920638801400311
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