The unique challenges presented in good banking business are approached through the concept of job enrichment. Described in this article is one consulting firm's experience with one bank--how they transformed job satisfaction, motivation, and performance into useable tools benefiting the individual and the organization. (Author)

Ten general questions are presented for practitioners to consider before attempting to enrich a job. (LH)

Deficiencies in job performance are not always due to a lack of knowledge, but frequently are the result of not knowing proper procedures and methods to get the job done. Recognizing the difference between deficiency in knowledge and deficiency in skills is the key to improving performance without training. (Editor)

Employment enrichment views the total work environment confronting employees as a system consisting of two overlapping areas: worker-job and worker-organization subsystems. Job enrichment has improved the worker-job subsystem. The focus of this article is on methods of improving the worker-organization relationship. (Author/JB)

Steps involved in goal formulation performed by employees are examined. They include an initial goal statement, comparison of goal statement, goal statement challenge, and revision. Encourages the employee to express goals in specific terms, set up target dates, and recognize the relevance to the employee's job of these goals. (CT)

Job design or redesign (intended to create a more meaningful working environment that meets the needs of people as well as the organization) is discussed in terms of job rotation, work simplification, job enlargement, job enrichment, and other concepts relating to successfully redesigning other's jobs as part of effective management. (TA)

Companies that use the type of evaluation described should be able to match employee and jobs more accurately while increasing knowledge of their critical employee's needs. (Author)

Discusses a study which examined the results of five basic management seminars for government supervisors and managers to determine the impact of "Basic Management" on trainees' behavior after they returned to their jobs. Notes that the findings cast doubts on some things that have long been part of the conventional wisdom of management training.…

The Edwards Personal Preference Schedule (a personality test) was given to a group of essentially anti-company employees and a group of pro-company employees. Results, comparing the differing needs of both groups are presented with recommendations for implementing a program of activities rewarding to each. (Editor/TA)

The study, conducted in a large manufacturing firm, examined employee background and occupational characteristics and their relationship to the degree of resistance to a job enrichment program. Educational background, age, and kind of task performed were important determinants. Occupational characteristics were also relevant factors. (MW)