No abstract

No abstract

No abstract

Although numerous behavioral variables (e.g., personality traits, incentives, nature of supervision) have documented relationships with quantity and quality of output, i.e., performance, in production systems, existing production and operations management models are dominated by technological variables. The article addresses three questions: 1. Which technological and behavioral variables influence productive system performance? 2. How do behavioral and technological variables interact? 3. Which variables are most important under different circumstances in determining performance?An expectancy‐equity model, patterned on research by Lawler [22], presents proposed relationships among variables in production systems, which are classified along a continuum from high to low process predictability. Predominant determinants of performance in various types of systems (e.g., continuous process, job shop, R&D project) are considered in light of the model. Implications for designers and analysts of productive systems and for future research are discussed.

No abstract