Work Design

Work Design Approaches Engineering: Traditional Jobs & Groups

High specification and routinization Low task variety and autonomy

Motivational: Enriched Jobs High task variety and autonomy Feedback of results

Sociotechnical: Self-Managing Teams Control over total task Multi-skilled, flexible, and self-regulating

16-2

Traditional Jobs & Workgroups Based on Scientific Management

Highly specified behaviors Narrow range of skills Low levels of authority and discretion Highly repetitive

Benefits Low selection and training costs High productivity High levels of control

16-3

Enriched Jobs16-4

Core JobCharacteristics

CriticalPsychological

StatesOutcomes

Skill varietyTask identityTask significance

Autonomy

Feedback from work

ExperiencedMeaningfulnessof the Work

ExperiencedResponsibility

Knowledge ofActual Results

• Hi internal work motivation• Hi growth satisfaction• Hi job satisfaction• Hi work effectiveness

Moderators

Core Job DimensionsSkill Variety - extent to which

multiple skills are usedTask Identity - extent to which an

individual works on a “whole” taskTask Significance - impact of the work on othersAutonomy - amount of discretion in the workFeedback from the Work Itself - extent to which work provides information on effectiveness

16-5

Job Enrichment Application Stages

Perform a thorough diagnosis Form natural work units Combine tasks Establish client relationships Vertical loading Opening feedback channels

16-6

Sociotechnical Systems Approach Sociotechnical systems (STS) theory is

based on two basic ideas: An organization or work unit is a

combined, social-plus-technical system (sociotechnical)

The system is open in relation to their environment and must interact with their environments to survive and develop

Self-managed work teams is the most prevalent application of STS

16-7

Sociotechnical Systems Diagnosis

Define the Work System Conduct an Environmental Analysis Conduct a Technical Analysis Conduct a Social Analysis

16-8

Sociotechnical Systems Design

Can work system be designed to better fit with the environment?

Can work system be designed to better operate conversion process and control variances?

Can work system be designed to better satisfy members’ needs?

16-9

Team Task Design & Development

Whole and interdependent tasks Common mission and goals Requisite multi-skills Task and boundary control Feedback of results Minimum specification design Develop from narrow to broad

boundaries for discretion

16-10

Team Process Intervention Promoting healthy interpersonal

relationships Coordinating efforts Weighting member inputs and sharing

knowledge Making good decisions Confronting and resolving conflicts

16-11

Organization Support Systems Performance management systems Training systems Information systems Selection systems Management systems

16-12

Self Managed Teams Application Stages

Sanction the design effort Diagnose the work system Generate appropriate designs Specify support systems Implement and evaluate the work

design Continual change and improvement

16-13

Designing Work forTechnical and Personal

Technical Factors Technical interdependence: the extent to which cooperation among workers is required Technical Uncertainty: the amount of information processing and decision making among workers necessary to do the work

Personal Need Factors Social Needs: the desire for significant social relationships Growth Needs: the desire for personal accomplishment, learning, and development.

16-14

Work Designs That Optimize Technology

16-15

Low Technical Interdependence HighHig

h T

echn

ical

Unc

erta

inty

Lo

w

Self-RegulatingWork Groups

TraditionalWork Groups

TraditionalJob Design

Enriched Jobs

16-16

Work Designs that Optimize Personal Needs

Low Social Needs High

Hig

h

Gro

wth

Nee

ds

Low

Self-RegulatingWork Groups

Enriched Jobs

TraditionalJob Design

TraditionalWork Groups