<P> Over the years since Job Characteristics Theory's introduction into the organizational literature, there have been many changes to the field and to work itself . Oldham and Hackman suggest that the areas more fruitful for development in work design are social motivation, job crafting, and teams . </P> <P> Social sources of motivation are becoming more important due to the changing nature of work in this country . More jobs are requiring higher levels of client - employee interaction, as well as increasing interdependence among employees . With this in mind, it would make sense to investigate the effect the social aspects have on affective and behavioral outcomes . </P> <P> While Job Characteristics Theory was mainly focused on the organization's responsibility for manipulating job characteristics to enrich jobs there has been a considerable buzz in the literature regarding job crafting . In job crafting the employee has some control over their role in the organization . Hackman and Oldham point out there are many avenues of inquiry regarding job crafting such as: what are the benefits of job crafting, are the benefits due to the job crafting process itself or the actual changes made to the job, and what are the negative effects of job crafting? </P> <P> Finally, they brought up the potential research directions relevant to team work design . Specifically, they discuss the need to understand when to use work - design aimed at the individual or team level in order to increase performance, and what type of team is best suited to particular tasks . </P>

Which of the following has the least influence on job design