Post on 04-Jan-2016
Job DesignJob Design
A JOB is aA JOB is a set of specified work and set of specified work and
task activities that engage an task activities that engage an
individual in an organizationindividual in an organization
Ways of Thinking about JobsWays of Thinking about Jobs
Organizational position – a job Organizational position – a job in relation to other parts of the in relation to other parts of the organizationorganization
Career – a sequence of job Career – a sequence of job experiences over timeexperiences over time
WorkWork
mental or physical activity that has mental or physical activity that has
productive resultsproductive results
Meaning of WorkMeaning of Work
= the way a person interprets and = the way a person interprets and
understands the value of work as a part understands the value of work as a part
of lifeof life
SixPatterns of Work
B – provides personal affect and identity
D – physical activity directed by others and performed in a workplace
E –generally unpleasant physically and mentally strenuous activity
F – activity constrained to specific time periods; no positive affect through its performance
A – value comes from performance; accountabilityis important
C – profit accrues to others by work performance
.
TraditionalApproaches to
Job Design
ScientificManagement
JobCharacteristics
Theory
Job Enlargement/Job Rotation
JobEnrichment
Emphasizes Emphasizes work simplificationwork simplification – – standardization and the narrow, explicit specification of task activities for workers.standardization and the narrow, explicit specification of task activities for workers.
Limits number of tasks; tasks are designed so worker doesn’t have to think.Limits number of tasks; tasks are designed so worker doesn’t have to think.
++ Allows diverse groups to work together Allows diverse groups to work together++ Leads to production efficiency and higher Leads to production efficiency and higher
profitsprofits-- Undervalues the capacity for thought and ingenuity Undervalues the capacity for thought and ingenuity
Scientific Management
Job Enlargement –Job Enlargement –increases the number of activities increases the number of activities in a job to overcome the boredom of in a job to overcome the boredom of overspecialized workoverspecialized work
Job Rotation –Job Rotation – workers are exposed to a variety of workers are exposed to a variety of specialized jobs over timespecialized jobs over time
Cross-Training – Cross-Training – workers are trained in different workers are trained in different specialized tasks or activitiesspecialized tasks or activities
Job Enlargement / Rotation
+ Overcomes boredom and lack of variety of highly specialized jobs+ Overcomes underutilization and lack of stimulation - Need to make sure that workers see the consequences of their decisions moving on to the next task
Designing or redesigning jobs by incorporating motivational factorsDesigning or redesigning jobs by incorporating motivational factors
++ Increases recognition, responsibility and opportunity for achievement. Increases recognition, responsibility and opportunity for achievement.-- Only certain jobs should be enriched. Only certain jobs should be enriched.
Job Enrichment
Job Characteristics TheoryJob Characteristics Theory
Emphasizes the interaction between the individual and specific attributes of the job.
A worker’s values, religious beliefs and ethnic background influence response to the job
Job Diagnostic Survey – diagnoses jobs by measuring five core job characteristics and three psychological states
Job Characteristics Model
Five Core Job CharacteristicsFive Core Job Characteristics
MPS =
Skill variety
Task identity
Task significance
x [Autonomy] x [Feedback] 3
+ +
Motivating Potential Score
EngagementEngagement
the expression of oneself as one the expression of oneself as one
performs in work or other rolesperforms in work or other roles
Social Information Social Information Processing (SIP) ModelProcessing (SIP) Model
= a model that suggests that the = a model that suggests that the
important job factors depend in part important job factors depend in part
on what others tell a person about on what others tell a person about
the jobthe job
4 Premises of (SIP) Model4 Premises of (SIP) Model
1. people provide cues to understanding the work environment
2. people help us judge our jobs
3. people tell us how they see our jobs
4. people’s positive and negative feedback help us understand our feelings about our jobs
ErgonomicsErgonomics
the science of adapting work and the science of adapting work and
working conditions to the employee working conditions to the employee
or workeror worker
Interdisciplinary ApproachInterdisciplinary Approach
MotivationalMechanistic
BiologicalPerceptual/
motor
Motivational Approach
Mechanistic Approach
Outcomes of Various Job Design Approaches
+ +
Decreased training timeHigher utilization levelsLower error likelihood Less mental overloadLower stress levels
Higher job satisfactionHigher motivation
Greater job involvementHigher job performance
Lower absenteeism
-Increased training time
Lower personnel utilization Greater chance of errorsGreater chance of mental
overload and stress
Lower job satisfaction Lower motivation
Higher absenteeism
-
Outcomes of Various Job Design Approaches
Less physical effortLess physical fatigue
Fewer health complaints Fewer medical incidents
Lower absenteeismHigher job satisfaction
Biological Approach
Perceptual Motor Approach
+
-+
-
Lower error likelihoodLower accident likelihood
Less mental stressDecreased training timeHigher utilization levels
Higher financial costs because of changes
in equipment orjob environment
Lower job satisfaction Lower motivation
Hierarchical Model of CriteriaHierarchical Model of Criteria
International Perspectives on International Perspectives on the Design of Workthe Design of Work
The Japanese ApproachThe Japanese Approach• Emphasizes strategic levelEmphasizes strategic level• Encourages collective and Encourages collective and
cooperative working cooperative working arrangementsarrangements
• EmphasizesEmphasizeslean production
using committed employees with
ever-expanding responsibilities to
achieve zero waste, 100% good
product, delivered on time, every time
Lean Production
Beyond the Book:Beyond the Book:Lean Production to the RescueLean Production to the Rescue
Manufacturing companies in the U.S. are turning to lean production methods to stay profitable during the recession.
The method involves producing only what is ordered, reducing inventory and making each part in an uninterrupted flow.
61% of manufacturers have adopted lean production methods or plan to do so within the next year.
International Perspectives on the International Perspectives on the Design of WorkDesign of Work
The German ApproachThe German Approach• Previously,Previously, Technocentric –Technocentric –
placing technology and placing technology and engineering at the center of job engineering at the center of job design decisions design decisions
• Recently,Recently, Anthropocentric –Anthropocentric – placing human considerations placing human considerations at the center of job design at the center of job design decisionsdecisions
International Perspectives on the International Perspectives on the Design of WorkDesign of Work
The Scandinavian ApproachThe Scandinavian Approach• encourages high degrees of encourages high degrees of
worker controlworker control• encourages good social support encourages good social support
systems for workerssystems for workers
Work Design and Well-Being:Work Design and Well-Being:
Work Design and Well-Work Design and Well-Being:Being:
Work Design and Well-Being:Work Design and Well-Being:
Emerging Issues in Design of WorkEmerging Issues in Design of Work Telecommuting –Telecommuting – employees work at home or employees work at home or
in other locations geographically separate from in other locations geographically separate from their company’s main locationtheir company’s main location
Alternative work patterns:Alternative work patterns:• FlextimeFlextime –– an alternative work pattern that an alternative work pattern that
enables employees to set their own daily enables employees to set their own daily work scheduleswork schedules
• Job Sharing –Job Sharing – an alternative work pattern in an alternative work pattern in which there is more than one person which there is more than one person occupying a single joboccupying a single job
Emerging Issues in Design of WorkEmerging Issues in Design of Work Technology:Technology:
• Concept involves work being where the people Concept involves work being where the people are, rather than people moving to where work is. are, rather than people moving to where work is.
• Virtual Office –Virtual Office – a mobile platform of computer, a mobile platform of computer, telecommunication, and information technology telecommunication, and information technology and servicesand services
• TechnostressTechnostress –– the stress cause by new and the stress cause by new and advancing technologies in the workplaceadvancing technologies in the workplace
Skills development – Skills development – the knowledge and the knowledge and information requirements for jobs of the future are information requirements for jobs of the future are especially high.especially high.
Beyond the Book:Beyond the Book:The Work Design QuestionnaireThe Work Design Questionnaire
The Work Design Questionnaire was created to fill gaps in existing work-characteristics assessments and integrate their data
Results from the questionnaire found that both motivational work characteristics and social support played a strong role in predicting job satisfaction
Counter-Role Behavior – deviant behavior in either a correctly or incorrectly defined job or role
RoleCharacteristics
Standard Role Behavior
Extra RoleBehavior
Counter RoleBehavior
Correctly Specified Role
Ordinary goodperformance
Excellent performance(organizational citizenship and prosocial behavior)
Poor performance(deviance, dissent, andgrievance)
Incorrectly Specified Role
Poor performance
Very poor performance (bureaucratic zeal)
Excellent performance (task revision and redirection, role innovation)
Performance Consequences of Role Behaviors
Republished with permission of Academy of Management, PO Box 3020, Briar Cliff Manor, NY 10510-8020. “Task Revision: A Neglected Form of Work Performance,” (Table), R. M. Straw & R. D. Boettger, Academy of Management Journal, 1990, Vol. 33. Reproduced by permission of the publisher via Copyright Clearance Center, Inc.0