Work Design.

Slides:



Advertisements
Similar presentations
Chapter 7 Work Design. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 2 Purpose and Overview Purpose –Provide a framework for jobs.
Advertisements

Job Design, Work, and Motivation
7-1©2005 Prentice Hall 7: Creating a Motivating Work Setting Chapter 7: Creating a Motivating Work Setting Organizational Behavior 4th Edition JENNIFER.
Chapter 8 Organizing for Quality, Productivity, and Job Satisfaction
Motivation III Motivation in practice Organizational Behaviour The Individual.
Organization Development and Change Thomas G. Cummings Christopher G. Worley Chapter Sixteen: Work Design.
Motivation III Motivation in practice Organizational Behaviour The Individual.
Motivation III Motivation in practice Organizational Behaviour The Individual.
MOTIVATIONMOTIVATION MOTIVATION DEFINED  Willingness to exert high levels of effort to reach organizational goals.
GOAL SETTING AND JOB DESIGN APPROACHES TO MOTIVATION
Organizational Attitudes & Behavior Organizational Attitudes –Job Satisfaction –Organizational Commitment –Job Involvement –Organizational Justice Organizational.
© 2001 by Prentice Hall and Prof Anne Tsui 2-1 Sept 10, 2002 Determining HR needs and Designing Jobs.
Job and Organizational Design
1 Pertemuan > > Matakuliah: >/ > Tahun: > Versi: >
McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved Chapter Fifteen Managing Performance through Job Design and Goal Setting.
Self-Regulating Work Teams Autonomous Work Groups Lecture # 14.
GOAL SETTING AND JOB DESIGN APPROACHES TO MOTIVATION
7-1©2005 Prentice Hall 7 Creating a Motivating Work Setting Chapter 7 Creating a Motivating Work Setting.
Job and Organizational Design
Organization Development and Change Thomas G. Cummings Christopher G. Worley Chapter Sixteen: Work Design.
Job Design Lecture #10. Job Design Job Characteristics Model Hackman-Oldham Model Job Description Index Model of Job Design Model of Job Redesign.
MOTIVATION.
Organization Development and Change
LECTURE 9 APPLYING MOTIVATION THEORIES: JOB DESIGN AND EMPOWERMENT.
 A tool for motivating workers  A tool for increasing efficiencies  Job Design: The process of linking specific tasks to specific jobs and deciding.
JOB DESIGN,. JOB DESIGN Job design is a way of organising tasks, duties and responsibilities into a productive unit of the work. An outgrowth of job analysis.
Job and Organizational Design. Approaches to Job Design Work Simplification –Advocated by Frederick Taylor Break jobs down into simple components (small.
Chapter 8 Motivation Through Needs, Job Design & Intrinsic Rewards What Does Motivation What Does Motivation Involve? Involve? Need Theories of Need Theories.
Job Design and Involvement
Section 9 Job Design Managing Performance through Job Design.
MANPOWER PLANNING.
Job Design MANA 3320 Dr. Jeanne Michalski. Design of Work Systems  Job Specialization Based on Frederick Taylor’s Scientific Management Based on Frederick.
Individual, Interpersonal, and Group Process Approaches
Job design What is job design and why is it important?
7.
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin 8–1 CHAPTER 9 ORGANISATION.
Section 9 Job Design Managing Performance through Job Design.
Motivational Strategies: Job Design Strategy and job design Factors influencing job design Individual approaches to job design Group approach to job design.
Chapter 9b Job design and work organization Source: Bettman/Corbis.
Organization Development and Change © PAPERHINT.COM.
Organization Development and Change
Organization Development and Change Thomas G. Cummings Christopher G. Worley Chapter Six: Diagnosing Groups and Jobs.
Organizational Design, Diagnosis, and Development Session 20 Techno-structural Interventions, III Work Design.
Job Redesign and Job Enrichment
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.
Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc Chapter.
7 Training Employees What Do I Need to Know?
Managing Performance through Job Design and Goal Setting
Motivation I: Needs, Job Design
MATERI #10 Intervensi Teknostruktural
Organization Development and Change
CHAPTER TEN Designing Adaptive
Job design & job satisfaction
Diagnosing Groups and Jobs
To A Session On Job Design Welcome
Job Design (Discussion Note) 2017 BKB/NASC/ADV.HRM/2017.
Chapter 9 Designing Adaptive Organizations
JOB DESIGN & JOB ANALYSIS
Organization Development and Change
14 Work Design.
Organization Development and Change
Comparing Among Content Theories
The Job Characteristics Theory of Work Motivation
Organization Development and Change
Designing Work Systems
Job Characteristics Model (JCM)
Alignment Diagnosis involves understanding each of the parts in the model and then assessing how the elements of the strategic orientation align with each.
Chapter 11 Designing Work
Job design & job satisfaction
Job Design A tool for motivating workers
Presentation transcript:

Work Design

Work Design Approaches Engineering: Traditional Jobs & Groups High specification and routinization Low task variety and autonomy Motivational: Enriched Jobs High task variety and autonomy Feedback of results Sociotechnical: Self-Managing Teams Control over total task Multi-skilled, flexible, and self-regulating

Traditional Jobs & Workgroups Based on Scientific Management Highly specified behaviors Narrow range of skills Low levels of authority and discretion Highly repetitive Benefits Low selection and training costs High productivity High levels of control

Enriched Jobs Critical Psychological Core Job States Characteristics Outcomes Skill variety Task identity Task significance Experienced Meaningfulness of the Work Hi internal work motivation Hi growth satisfaction Hi job Hi work effectiveness Autonomy Experienced Responsibility Feedback from work Knowledge of Actual Results Moderators

Core Job Dimensions Skill Variety - extent to which multiple skills are used Task Identity - extent to which an individual works on a “whole” task Task Significance - impact of the work on others Autonomy - amount of discretion in the work Feedback from the Work Itself - extent to which work provides information on effectiveness

Job Enrichment Application Stages Perform a thorough diagnosis Form natural work units Combine tasks Establish client relationships Vertical loading Opening feedback channels

Sociotechnical Systems Approach Sociotechnical systems (STS) theory is based on two basic ideas: An organization or work unit is a combined, social-plus-technical system (sociotechnical) The system is open in relation to their environment and must interact with their environments to survive and develop Self-managed work teams is the most prevalent application of STS

Sociotechnical Systems Diagnosis Define the Work System Conduct an Environmental Analysis Conduct a Technical Analysis Conduct a Social Analysis

Sociotechnical Systems Design Can work system be designed to better fit with the environment? Can work system be designed to better operate conversion process and control variances? Can work system be designed to better satisfy members’ needs?

Team Task Design & Development Whole and interdependent tasks Common mission and goals Requisite multi-skills Task and boundary control Feedback of results Minimum specification design Develop from narrow to broad boundaries for discretion

Team Process Intervention Promoting healthy interpersonal relationships Coordinating efforts Weighting member inputs and sharing knowledge Making good decisions Confronting and resolving conflicts

Organization Support Systems Performance management systems Training systems Information systems Selection systems Management systems

Self Managed Teams Application Stages Sanction the design effort Diagnose the work system Generate appropriate designs Specify support systems Implement and evaluate the work design Continual change and improvement

Designing Work for Technical and Personal Technical Factors Technical interdependence: the extent to which cooperation among workers is required Technical Uncertainty: the amount of information processing and decision making among workers necessary to do the work Personal Need Factors Social Needs: the desire for significant social relationships Growth Needs: the desire for personal accomplishment, learning, and development.

Work Designs That Optimize Technology Traditional Work Groups Traditional Job Design High Technical Uncertainty Low Self-Regulating Work Groups Enriched Jobs Low Technical Interdependence High

Optimize Personal Needs Work Designs that Optimize Personal Needs Traditional Job Design Traditional Work Groups High Growth Needs Low Enriched Jobs Self-Regulating Work Groups Low Social Needs High