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McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 15-1 Chapter Fifteen Managing Performance through Job Design and Goal Setting
McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 15-2 Learning Objectives Discuss the background of job design as an approach to managing for high performance Define the job enrichment and job characteristics approaches to job design Present the quality of work life (QWL) and sociotechnical approaches to job design Explain goal-setting theory and guidelines from research Describe the application of goal setting to overall systems performance
McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 15-3 Various Approaches To Job Design Job Design Social Information Processing Quality of Work Life Job Engineering Job Enrichment Job Characteristics
McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 15-4 The Hackman-Oldham Job Characteristics Model Of Work Motivation CORE JOB CHARACTERISTICS CRITICAL PSYCHOLOGICAL STATES PERSONAL AND WORK OUTCOMES Variety of skill Identity of the task Significance of the task High internal work motivation High-quality work performance High satisfaction with the work Low turnover and absenteeism Experienced meaningfulness of the work Autonomy Experienced responsibility for work outcomes Feedback Knowledge of results from work activities Moderated by employee growth- need strength
McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 15-5 Formula For Motivating Potential Score (MPS) MPS = ( skill variety + task identity + task significance 3 ) x autonomy x feedback
McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 15-6 Specific Guidelines For Redesigning Jobs CORE JOB CHARACTERISTICS GUIDELINES FOR PRACTICE SKILL VARIETY Provide cross training Expand duties requiring more skills AUTONOMY Empower to make decisions Give more responsibility/accountability FEEDBACK Implement information systems Supervisors give objective, immediate information on how employee is doing TASK SIGNIFICANCE Communicate importance of the job Enhance image of the organization TASK IDENTITY Give projects a deadline for completion Form self-contained work modules
McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 15-7 Locke’s Goal-Setting Theory Of Work Motivation Values and value judgments Emotions Intentions or GOALS Consequences, feedback, or reinforcement Responses, action, or performance
McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 15-8 The Application Of Goal Setting To System Performance Set overall objectives and action plans 1 Develop the organization 2 > > > Set individual objectives and action plans 3 > > > > > Conduct periodic appraisal and provide feedback on progress; make adjustments 4 > > > Conduct final appraisal of results 5 > >
Hackman & Oldham’s Job Characteristics Model Core DimensionsPsychological StatesOutcomes Skill Variety Task Identity Task Signif. Autonomy Feedback Meaningfulness.
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