www.hbrreprints.org Improving the performance of key people is often as simple— and as profound—as changing the resources they control and the results for which they are accountable. 1 2 11 Designing High- Performance Jobs by Robert Simons Included with this full-text Harvard Business Review article: Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work Designing High-Performance Jobs Further Reading A list of related materials, with annotations to guide further exploration of the article’ s ideas and applications Reprint R0507D