Activation Theory and Task Design.

Performance decrements and dissatisfactions at the work place have long been observed but have not been adequately explained. Activation research and selected studies of work behavior are reviewed to show that decrements in performance may be better understood in the light of recent neuro-psychological findings. This review indicates that activation theory and the research upon which it is based anticipates behavior related to variations in task design and suggests new avenues of investigation for those interested in the determinants of work behavior. [ABSTRACT FROM AUTHOR]