What changes in the work situation might account for the increase in productivity and the decrease in controllable rejects?

Some factors that account for the increase in productivity int he workplace are job task and meaning, development possibilities, recognition, performance requirements, and work independence, the culture of the company, and interpersonal relationship culture in the work environment. With improved independence and work, there was a reduction in the work routine. Furthermore, with the emergence of recognition possibilities, workers could measure assembly effectiveness and hence felt more rewarded following the reduction in the number of rejects. Also, there was a feeling from workers that the company now listens to their opinion and allowed them participate in making decision, improving job morale and satisfaction. In this light, it can be said that the productivity increase and decreased rejects were conditioned by changes that took place and the resulting improvement in satisfaction and morale.

In specific, a variety of factors linked to work layout can be established that affect the work situation: job role and purpose, performance requirements, developmental possibilities, freedom and obligation, status, relationships, and corporate culture.

The adjustments throughout the company of an installation process have influenced several important factors in the design of the work system.

Firstly, the importance of work and freedom has changed - previous employees were unable to see the impact of their jobs, and had no responsibility for the assembly. Job cycle was prolonged which included various activities; this served to lower the intensity of the job.

Some appreciation considerations also surfaced: once employees would see and measure the impact of the outcomes of their assembly, they would feel more satisfied once the number of rejections for their products lowered.

Furthermore, relationships could have strengthened as well: previously, employees ' mistakes at the start of the production line could have triggered anyone else to wait, and the latest version of the job design could have prevented these disputes.

Lastly, once the new decision was made, workers felt their opinion was important to the company, so this involvement in decision-making would have most likely enhanced the morale and job fulfillment.

Increasing efficiency and decreasing controllable rejections were therefore most likely programmed by a decrease in tedious work and related improved performance in staff morale and employee satisfaction.

In relation, the employees were also motivated by personal responsibility for work results to strengthen their efficiency.