The three approaches to job design assume a positive linear relationship between job design and employee attitudes, motivation, and performance. By the 1960s, it became clear that this was not a universal response.

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The three approaches to job design (mechanistic, motivational, and perceptual-motor approaches) initially assumed a positive linear relationship between job design and outcomes like employee attitudes, motivation, and performance. However, research and practical experience by the 1960s began to show that this relationship was not universally applicable, as individual differences and environmental factors also play significant roles in how job design impacts employee outcomes.

The Three Approaches to Job Design Assume a Positive Linear