1. 4e Nelson/Quick ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 14 Jobs and the Design of Work

2. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Outcomes  Differentiate between job and work  Discuss the traditional approaches to job design  Identify and describe alternative approaches to job design  Identify and describe contemporary issues facing organizations in the design of work 2

3. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Differentiate between job and work Learning Outcome 3

4. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Job  Set of specified work and task activities that engage an individual in an organization  Not the same as organizational position, career, and work 4

5. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Work  Mental or physical activity that has productive results  Meaning of work  Way a person interprets and understands the value of work as part of life 5

6. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Six Patterns of Work Value comes from performance and for which a person is accountable Pattern A Provides a person with positive personal affect and identity Pattern B Activity from which profit accrues to others by its performance and can be done in various settings Pattern C Physical activity directed by others and performed in a working place Pattern D Physically and mentally strenuous activity Pattern E Activity constrained to specific time periods that does not bring positive affect through its performance Pattern F 6

7. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Discuss the traditional approaches to job design Learning Outcome 7

8. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Traditional Approaches to Job Design Approaches Scientific Management Job Characteristics Theory Job Enlargement/ Job Rotation Job Enrichment 8

9. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Scientific Management  Emphasizes work simplification  Work simplification: Standardization and the narrow, explicit specification of task activities for workers  Jobs have limited number of scientifically-designed tasks  Elements focus on the efficient use of labor to the economic benefit of the firm 9

10. Work Simplification Pros Allows workers of diverse backgrounds to work together Leads to production efficiency and to higher profit Cons Undervalues the human capacity for thought and ingenuity Dehumanizes the work force by treating labor as a means of production 10

11. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Job Enlargement  Increases the number of activities in a job to overcome the boredom of overspecialized work  Variations  Job rotation: Exposes a worker to a variety of specialized job tasks over time  Cross-training: Workers are trained in different specialized tasks or activities 11

12. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Job Enrichment  Designing or redesigning a job by incorporating motivational factors into it  Increases the amount of job responsibility through vertical loading  Recommends increasing the recognition, responsibility, and opportunity for achievement 12

13. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Job Characteristics Theory  Emphasizes the interaction between the individual and specific attributes of the job  Job Diagnostic Survey (JDS): Measures the elements in the Job Characteristics Model  Motivating Potential Score (MPS) - Indicates a job’s potential for motivating incumbents 13

14. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure 14.1 - Job Characteristics Model SOURCE: J. R. Hackman and G. R. Oldham, “The Relationship Among Core Job Dimensions, the Critical Psychological States, and On-the-Job Outcomes,” in The Job Diagnostic Survey: An Instrument for the Diagnosis of Jobs and the Evaluation of Job Redesign Projects (New Haven, Conn.: Department of Administrative Services, Yale University, 1974). Reprinted by permission of Greg R. Oldham. 14

15. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Job Characteristics Model  Psychological states stimulated by the core job dimensions  Experienced meaningfulness of the work  Experienced responsibility for work outcomes  Knowledge of results 15

16. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Job Characteristics Model  Implementing concepts used by JDS for job redesign efforts  Combining tasks into larger jobs  Forming natural work teams to increase task identity and task significance  Establishing relationships with customers  Loading jobs vertically with more responsibility  Opening feedback channels for the job incumbent 16

17. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Job Characteristics Inventory (JCI)  Measures core job characteristics  Considers structural and individual variables affecting the core job characteristics and the individual  Similarity with JDS - Person-job fit approach  JCI versus JDS  Variety scales have different effects on performance  Autonomy scales have different effects on employee satisfaction 17

18. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Engagement  Expression of oneself as one performs in work or other roles  Psychological conditions affecting employees’ engagement in work  Meaningfulness  Safety  Availability 18

19. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Identify and describe alternative approaches to job design Learning Outcome 19

20. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Social Information Processing (SIP) Model  Emphasizes the interpersonal aspects of work design  Based on following premises  People provide cues we use to understand the work environment  People help us judge what is important in our jobs  People tell us how they see our jobs  People’s positive and negative feedback helps us understand our feelings about our jobs 20

21. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ergonomics  Adapting work and working conditions to the employee or worker  Develops an interdisciplinary framework for the design of work  Allows the job designer to consider trade-offs and alternatives among the approaches based on desired outcomes 21

22. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Table 14.2 - Summary of Outcomes from Various Job Design Approaches SOURCE: Reprinted from Organizational Dynamics, 15(3), Michael A. Campion, Paul W. Thayer, “Job Design: Approaches, Outcomes, and Trade-Offs,” Winter/1987. Copyright © 1987, with permission from Elsevier. 22

23. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Table 14.2 - Summary of Outcomes from Various Job Design Approaches SOURCE: Reprinted from Organizational Dynamics, 15(3), Michael A. Campion, Paul W. Thayer, “Job Design: Approaches, Outcomes, and Trade-Offs,” Winter/1987. Copyright © 1987, with permission from Elsevier. 23

24. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. International Perspectives on the Design of Work  The Japanese approach  Emphasizes the strategic level  Encourages collective and cooperative working arrangements  Emphasizes performance, accountability, and other- or self-directedness in defining work 24

25. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Lean Production and Sociotechnical Systems  Lean production: Using committed employees with ever expanding responsibilities to achieve:  Zero waste and 100 percent good product  On time delivery every time  Sociotechnical systems (STS): Giving equal attention to technical and social considerations in job design 25

26. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Beyond the Book: Lean 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. 26

27. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. International Perspectives on the Design of Work  The German approach  Traditional approach  Technocentric: Placing technology and engineering at the center of job design decisions  Recent approach  Anthropocentric: Placing human considerations at the center of job design decisions 27

28. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure 14.2 - Hierarchical Model of Criteria for the Evaluation of Human Work SOURCE: H. Luczak, “‘Good Work’ Design: An Ergonomic, Industrial Engineering Perspective,” in J. C. Quick, L. R. Murphy, and J. J. Hurrell, eds., Stress and Well-Being at Work (Washington, D.C.: American Psychological Association, 1997). Copyright ©1997 by the American Psychological Association. Reprinted with permission. 28

29. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. International Perspectives on the Design of Work  The Scandinavian approach  Encourages a high degree of worker control  Encourages good social support systems for workers 29

30. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Table 14.3 - Adjusting Work Design Parameters 30

31. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Identify and describe contemporary issues facing organizations in the design of work Learning Outcome 31

32. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Emerging Issues in the Design of Work 32 Telecommuting Working in other locations separate from the company’s main location Helps achieve a better fit between the needs of an employee and the organization’s task demands Alternative work patterns Job sharing: More than one person perform job Four-day workweek Flextime: Enables employees to set their own daily work schedules

33. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Contemporary Issues in the Design of Work 33 Virtual office: Mobile platform of computer, telecommunication, and information technology and services Drawbacks Lack of social connection Technostress: Stress caused by new and advancing technologies in the workplace Skill development Technical and interpersonal skills are important Work design must recognize the importance of incumbent skills and abilities to meet the demands of the work

34. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Beyond the Book: The 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. 34

35. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Tyler Perry’s Daddy’s Little Girls  This chapter opened with a discussion of “job” and “work.” Apply that discussion to the film sequence. Include in your analysis the pattern of social interaction between Monty and Julia.  Apply the job characteristics theory to the film sequence. What is the level of each core job characteristic for Monty’s job?  Estimate the levels of each critical psychological state for Monty. Use Figure 14.1, “The Job Characteristics Model,” as a guide. Use “low,” “middle,” or “high” for your estimate. 35

36. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Camp Bow Wow  How do the tasks of managers and camp counselors differ at Camp Bow Wow?  How does Camp Bow Wow utilize a form of job rotation to keep camp counselors satisfied with their jobs?  Using the job characteristics model, explain why the employees of Camp Bow Wow love their jobs. 36