Background of the Problem

It is difficult to determine direct cause and effect correlations with a large number of variables, although quantifiable and measurable, that can contribute to different levels of satisfaction and performance. Job redesign is currently used to create more efficient and effective processes without assessing the worker's optimal mixture, or TQ, of the three types of tasks. The inattention to worker needs contributes to increased levels of worker unrest and job dissatisfaction. "Organizations of today would be wise to critically evaluate their current systems and practices for attracting, developing, and retaining human capital" (Hesselbein, Goldsmith, & Beckhard, 1997, p. 210). I have observed that workers with similar knowledge, skills, experience and personality profiles can be placed into identical jobs with significantly different levels of individual satisfaction and job performance. "America's business problem is that it is entering the twenty-first century with companies designed during the nineteenth century to work in the twentieth. We need something entirely different" (Hammer & Champy, 1993, p.30). Providing tools that can be utilized as a regular portion of a job, embedded as part of the work process, rather than being addressed as annual, or infrequent, singular events provides a process entirely different from one that is being currently used.