In twelve pages this paper discusses motivation and individual actions and how they are important components if workplace system design is to be achieved. Six sources are listed in the bibliography.
Name of Research Paper File: TS14_TEsysdes.rtf
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well as the less tangible operational hierarchies and systems. As long ago as Taylor it was discovered that an effective system will create a higher level of added value in
any operation. The decision was then in what way the systems could be used and developed to increase value between input and output. One of the more recent innovations
for the development of systems to add value in terms of both personal as well as the practical operational manifestations of an organisation is that of participative design. In this
there is a reflection of both job design and motivation and it is understood that any organisation wishing to move to this type of system needs to move away
from the more traditional forms of a bureaucratic structure to a more democratic structure (Schweitz et al, 1997). The idea is simple, and
can be seen as an extension of the humanist school of though, where employees take an active role in designing their own workplace. However, it is still relatively new, and
we may still be left asking the question; What is the nature and importance of the argument about the explanation of individual action, and how does it apply to system
design? To understand the theories which can be seen as leading to participative design and look at the reasons why these were though
to add to the value of any system. We need to understand the theory that underlies how participative design if we are to ascertain if and how it maybe successful.
This needs to look at the humanistic school, the way in which motivation may be seen as manifesting in these systems where this may be used, the advantages and then