'That's not my job': managing secondary tasks effectively

Most prescriptions for managing workers assume that employees' assignments are linked to their work roles and career paths. With increasing frequency, however, people are being assigned tasks that are not clearly linked to those factors. Typically -- and predictably -- performance levels for these 'secondary' tasks are lower than for 'primary' tasks. This article draws on a group process perspective in suggesting guidelines for managing employees assigned to do secondary tasks. (Reprinted by permission of the publisher.)