This focus of this paper is motivation and performance. A factor affecting job motivation is the degree of participation or shared decision making. In general, it is predicted that the more control an individual has over their workplace behavior, the greater the intended and observed effort (Mitchell, 1973). However, there have been many changes since the Mitchell article. Theoretically, there has been a significant shift in focus on self-management (Rousseau 1997). Although goal setting and self-management have been linked for many years, “classic” goal-setting research emphasized goal-setting alone, while self-management focused attention on the learning and orchestration of cognitive processes for acquiring skills, self-monitoring progress, and providing self-reinforcement (Gist et al 1990). Additionally, organizational changes and the rise of smaller entrepreneur-based firms have given new meaning to the term self-management, including self-managed work teams (Manz 1992). This has required a shift from the personal autonomy of individual self-management to the interdependent self-management required during participation on self-managed work teams. What impact have these changes in the work environment had on self-management, both theoretically and empirically? Please support your views with one or more citations. References: Gist, M. E., Bavetta, A. G., & Stevens, C. K. (1990). Transfer training method: It’s influence on skill generalization, skill repetition, and performance level. Personnel Psychology 43 (3) , 501–523 Manz, C. C. (1992). Self-leading work teams: Moving beyond self-management myths. Human Relations, 45: 1119-1140. Mitchell, T. R. (1973). Motivation and participation: An integration. Academy of Management Journal, 16(4), 670-679. Rousseau, D. M. (1997). Organizational behavior in the new organizational era. Annual Review of Psychology, 48, 515-547.