Impacts of Programmable Manufacturing Technology: A Review of Recent Studies and Contingency Formulation <s> Worker selection/Job <s> This paper is concerned with the effects of advanced manufacturing technology on shopfloor operator jobs and work attitudes. A strong line of argument from labour process theory suggests that such technology will simplify and deskill jobs, and reduce the quality or working life. This proposition was explored within a large electronics company which assembles computer boards, where two different applications of information technology have been experienced. These were compared with two traditional manual assembly jobs. Assessment of job content, perceived job characteristics and operator work attitudes, showed no uniform deskilling effects of advanced manufacturing technologies. Much larger differences existed both between the different new technology applications and between the traditional jobs. This demonstrates that choice of technology is important to skill use and employees' attitudes, as are the choices for the organization of work around it. These are not uniform processes even within a single organization. Experience of operating advanced manufacturing technology was also accompanied by more positive views concerning its impact on the shopfloor. <s> BIB001 </s> Impacts of Programmable Manufacturing Technology: A Review of Recent Studies and Contingency Formulation <s> Worker selection/Job <s> Comparing a British with an American Flexible Manufacturing System highlights both differences in de facto and formal work organisation and the separate influence of overall management policies. Contrary to prevailing theories it is the practical resolution of these policies that either stifles or permits polyvalent, ‘autonomous’work-groups. <s> BIB002 </s> Impacts of Programmable Manufacturing Technology: A Review of Recent Studies and Contingency Formulation <s> Worker selection/Job <s> This article explores workers' reactions to three flexible manufacturing systems (FMSs) through their responses to the Job Diagnostic Survey and other questionaire items. Data from two installations are compared to data presented in previous studies of a third installation and to samples of workers on stand-alone machines. One of the new cases was characterized by its semi-autonomous team organization, while the other new installation was organized along rather conventional lines. Three results are highlighted. First, the skill requirements of FMS jobs were seen by wokeres as greater than the skill requirements of both stand-alone conventional and NC equipment. Second, workers on both these new FMSs expressed equally high levels of satisfaction and motivation, considerably higher than that found in the earlier study. Third, an understanding of these worker reactions to FMSs requires a detailed characterization of their specific tasks and technologies. <s> BIB003
American firm hired FMS workers from assignment outside and created an "FMS qualifier" job leading to a flexible, highly skilled, autonomous work group. British firm used internal workers without FMS experience and encouraged workers to select their own jobs, leading to competition for jobs and guarding of expertise with no net skill increase. "Contingency variable is some aspect of the employee's job category or level. 'Contingency variable is some characteristic of the task/technology. 'Contingency variable is some characteristics of the organizational design or culture. identify five broad categories of contingency variables. The five categories of contingency variables are job categories of workers, technology characteristics, management philosophies and existing organizational designs, implementation process, and worker selection and job assignments. The studies by Gheissari and Fiegener (1989),  and  all focused on the differential impact of technology on different job categories. BIB001 )  ) and BIB003 suggest that characteristics of the tasks or technology effect whether impacts are positive or negative.  )  , BIB003 , and Gerwin and Tarondea (1986) all report that organization design and culture are key contingency variables.  suggest the implementation process will effect how workers are impacted, while BIB002 suggest how workers are selected and jobs assigned will influence outcomes, sometimes in unexpected ways.