1. THE CHANGING NATURE OF WORK CHAPTER 15

2. http://www.youtube.com/watch?v=tMwTn E4rf1A http://www.youtube.com/watch?v=tMwTn E4rf1A

3. THE CHANGING NATURE OF WORK A job: collection of task performed in support of organizational objectives. A job: collection of task performed in support of organizational objectives. Psychological aspects: a set of expectations held by an individual about working relationships with the organization. Psychological aspects: a set of expectations held by an individual about working relationships with the organization. If broken, morale problems occur. If broken, morale problems occur.

4. Employee Contributions: Employee Contributions: – effort, time, creativity & loyalty Company Inducements: Company Inducements: –pay, fringe benefits, training, personal growth & advancement.

5. QWL Quality of work life: life at work spills over into your home life. If you’re not feeling good about work it will affect your relationships at home. Quality of work life: life at work spills over into your home life. If you’re not feeling good about work it will affect your relationships at home. Work-life balance: fit between work & home Work-life balance: fit between work & home

6. Closely related to QWL is: a) Job satisfaction: a measure of quality of work life; how we feel about our job; correlation between job satisfaction and absenteeism and turn-over. a) Job satisfaction: a measure of quality of work life; how we feel about our job; correlation between job satisfaction and absenteeism and turn-over. b) Job involvement: extent to which an individual is dedicated to a job. ie perfect attendance awards & pneumonia b) Job involvement: extent to which an individual is dedicated to a job. ie perfect attendance awards & pneumonia

7. Job Performance Job Performance: quantity & quality of work accomplished Job Performance: quantity & quality of work accomplished Ability x Support x Effort = individual performance (Effort is intrinsic rather than by outside supervisor appeals) (Effort is intrinsic rather than by outside supervisor appeals)

8. ALTERNATIVE JOB-DESIGN APPROACHES: Rotation: increases task variety by doing different tasks Rotation: increases task variety by doing different tasks Simplification: standardizing work procedures; workers often bored Simplification: standardizing work procedures; workers often bored Enlargement: combine two or more jobs into one (These reduce monotony in a job) Enlargement: combine two or more jobs into one (These reduce monotony in a job) Enrichment: add work planning & evaluation duties to normal tasks. Herzberg theory of motivation. Enrichment: add work planning & evaluation duties to normal tasks. Herzberg theory of motivation.

9. http://www.youtube.com/watch?v=8qBF4 I8ApEc http://www.youtube.com/watch?v=8qBF4 I8ApEc

10. Job Stress Stressors: one’s work attitude, behaviour and job performance Stressors: one’s work attitude, behaviour and job performance Two common work-related stress syndromes: Two common work-related stress syndromes: –set up to fail – impossible to meet performance expectations –Mistaken identity – end up in a job that doesn’t match skill set

11. Stressors Personal factors also create stress: your needs, capabilities & personality Personal factors also create stress: your needs, capabilities & personality Home life stressors: family event (birth), job loss by spouse, personal relationships. Home life stressors: family event (birth), job loss by spouse, personal relationships.

12. Type A Personality Type A Personality: High achiever, impatient and perfectionist. Create stress where others find none. Type A Personality: High achiever, impatient and perfectionist. Create stress where others find none. Characteristics of Type A Personality: Characteristics of Type A Personality: –Always moving, walking eating rapidly –Acting impatient, hurrying others, dislike waiting –Multitasking –Feel guilty when relaxing –Schedule more in less time’ –Nervous ticks –Hurrying or interrupting speech of others

13. Two faces of stress: Two faces of stress: –Constructive: increases effort, stimulates creativity & diligence in work –Destructive: impairs performance leading to job burnout, workplace rage, reduced immune system Employee Assistance programs: personal issues – finance, child care, substance abuse, elder care. Employee Assistance programs: personal issues – finance, child care, substance abuse, elder care.

14. Four reasons Managers MUST be good at handling workplace stress: Humanitarianism – Managerial awareness & action can enhance employee health and it is their humanitarian duty to do so. Humanitarianism – Managerial awareness & action can enhance employee health and it is their humanitarian duty to do so. Productivity – Healthy employee are absent less often, make fewer errors & turnover is lower. Productivity – Healthy employee are absent less often, make fewer errors & turnover is lower.

15. Four reasons Managers MUST be good at handling workplace stress: Creativity – Unhealthy employees take fewer reasonable risks & are less creative. Creativity – Unhealthy employees take fewer reasonable risks & are less creative. Return on Investment- the companies return on the time & $ invested in their people are lost if poor health reduces or removes the individual’s contributions. Return on Investment- the companies return on the time & $ invested in their people are lost if poor health reduces or removes the individual’s contributions.

16. JOB ARRANGEMENTS FILL IN CHART ON BLACK BOARD FILL IN CHART ON BLACK BOARD