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Chapter 6

Chapter 6. Jobs & the Design of Work. Job Compared to Work. Job - a set of specified work and task activities that engage an individual in an organization Work – mental or physical activity that has productive results

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Chapter 6

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  1. Chapter 6 Jobs & the Design of Work

  2. Job Compared to Work Job -a set of specified work and task activities that engage an individual in an organization Work –mental or physical activity that has productive results Meaning of Work -the way a person interprets and understands the value of work as part of life

  3. B - provides personal affect & identity A- value comes from performance; accountability is important C- profit accrues to others by work performance D- physical activity directed by others and performed in a workplace E - generally unpleasant physically & mentally strenuous activity F- activity constrained to specific time periods; no positive affect through its performance Six Patterns of Work

  4. Job Characteristics Theory Scientific Management Traditional Approaches to Job Design Job Enrichment Job Enlargement/ Job Rotation

  5. Scientific Management Emphasizes work simplification(standardization and the narrow, explicit specification of task activities for workers) + Allows diverse groups to work together + Leads to production efficiency and higher profits - Undervalues the human capacity for thought and ingenuity

  6. Job Enlargement/ Job Rotation Job Enlargement -a method of job design that increases the number of activities in a job to overcome the boredom of overspecialized work Job Rotation -a variation of job enlargement in which workers are exposed to a variety of specialized jobs over time Cross-Training -a variation of job enlargement in which workers are trained in different specialized tasks or activities

  7. Job Enrichment Job Enrichment -designing or redesigning jobs by incorporating motivational factors into them Emphasis is on recognition, responsibility, and advancement opportunity

  8. Job Characteristics Theory Job Characteristics Model - a framework for understanding person-job fit through the interaction of core job dimensions with critical psychological states within a person Job Diagnostic Survey (JDS) -the survey instrument designed to measure the elements in the Job Characteristics Model

  9. Job Characteristics Model Core job dimensions Critical psychological states Personal and work outcomes Skill variety Task identity Task significance Experienced work’s meaningfulness Experienced responsibility for work’s outcomes Knowledge of work activities’ results High internal work motivation High-quality work performance High satisfaction with the work Low absenteeism and turnover Autonomy Feedback Employee growth,need, strength J.R. Hackman and G.R. Oldham, “The Relationship Among Core Job Dimensions, the Critical Psychological States, and On-the-Job Outcomes,” The Job Diagnostic Survey: An Instrument for the Diagnosis of Jobs and the Evaluation of Job Redesign Projects, 1974. Reprinted by permission of Greg R. Oldham.

  10. Skill variety Task identity Task significance + + x[Autonomy] x [Feedback] MPS = 3 Five Core Job CharacteristicsMotivating Potential Score

  11. Social Information Processing (SIP) model SIP Model -a model that suggests that the important job factors depend in part on what others tell a person about the job Four premises: 1) people provide cue 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 & negative feedback help us understand our feelings about our jobs

  12. Mechanistic Motivational Interdisciplinary Approach Biological Perceptual/motor No one approach can solve all performance problems caused by poorly designed jobs

  13. Outcomes of Various Job Design Approaches Decreased training time Higher utilization levels Lower error likelihood Less mental overload Lower stress levels Higher job satisfaction Higher motivation Greater job involvement Higher job performance Lower absenteeism Motivational Approach Mechanistic Approach Increased training time Lower personnel utilization Greater chance of errors Greater chance of mental overload and stress Lower job satisfaction Lower motivation Higher absenteeism + + - -

  14. Outcomes of Various Job Design Approaches Less physical effort Less physical fatigue Fewer health complaints Fewer medical incidents Lower absenteeism Higher job satisfaction Lower error likelihood Lower accident likelihood Less mental stress Decreased training time Higher utilization levels Perceptual Motor Approach Biological Approach Lower job satisfaction Lower motivation Higher financial costs because of changes in equipment or job environment + + - -

  15. Assignment#2 • Power and Influence in the Workplace . • What is Power? • Sources of Power? • Information and Power? • Types of Influence ?

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