1. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 1 WORK DESIGN AND ORGANIZATION Lecture 13

2. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 2 The nature of a job People hold jobs, careers are made up of jobs and jobs form the basis of many stories on television, films and in books A collection of tasks brought together as a practical chunk of activity for people to undertake A social construction created and adapted by people, for people

3. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 3 Work study Scientific management One best way Division of labour Work study Method Study Work measurement Compliance or commitment?

4. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 4 Ergonomics The human-machine interface Maximal efficiency with minimal effort and stress Athropometric profiles of human beings Physiology and biomechanics

5. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 5 Job analysis The systematic identification of the content of a job Used to support activities such as: Resourcing Training Career development Payment Performance evaluation Equality Two main approaches to job analysis: Functional job analysis Position analysis questionnaire

6. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 6

7. 7 Approaches to designing jobs Simplification and job engineering Job rotation Job enlargement Job enrichment Herzberg’s Model Accountability Achievement Feedback Workpace Control over resources Personal growth and development Hackman & Oldham’s model Skill variety Task identity Task significance Autonomy Feedback

8. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 8 Technology and work organization Technology influences the organization of work through a number of routes: Equipment Administrative Social New activity

9. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 9 Groups and work organization Trist and Bamforth (1951) Impact of mechanization of coal mining Technology can support different types of work structure Open systems model of organization Autonomous work groups

10. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 10 Organizational influences on work organization Bureaucracy Taylorism High productivity Standardization Discipline at work

11. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 11 Organizational influences on work organization Classical management view Contingency view

12. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 12 Fordism and post-Fordism Fordism Combination of mechanically paced assembly lines, scientific management -based job design and piecework payment Goffee and Scase (1995) - weaknesses associated with Fordism Alienation Product change Managing and doing distinction Inhibition of creativity Potential not fully realised

13. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 13 Fordism and post-Fordism Post-Fordism - weaknesses: Market Methods Management Other pressures in environment encourage retention of Fordist principles: Risk Training Systems Preference

14. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 14 Flexibility, empowerment and patterns of work Flexibility - job, location and temporal Empowerment Patterns of work Annual hours Compressed week Overtime restrictions Temporary and part-time working Job sharing and homeworking Sabbaticals and career breaks

15. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 15 Changing the design of jobs

16. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 16 Alienation, satisfaction and productivity through work organization Job design and productivity are both organizational imperatives and management drivers Definition of alienation has changed over the years to infer frustration and separation Alienation forces a consideration of the design of work A number of job design approaches attempt to incorporate satisfaction into work There are possible links between performance and satisfaction: Satisfaction generates performance Performance generates satisfaction Satisfaction and performance link indirectly

17. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 17 Quality of working life and quality circles QWL is composed of: A goal A process A philosophy QWL activity is concentrated into eight areas of working life experience: Compensation Health and safety Job design Job security Social integration Protection of individual rights Respect for non-work activities Social relevance of work Quality circles are aimed at continuous improvement

18. For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1  Copyright © 2005 Cengage Learning 18 Factors that influence job design include: Operations Philosophy Technology Market History Creativity Political Profitability Work patterns Preference Risk