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Chapter 14 Jobs and the Design of Work
1 Differentiate between job and work. 2 Discuss the traditional approaches to job design. 3 Identify and describe alternative approaches to job design. 4 Identify and describe contemporary issues facing organizations in the design of work. Learning Outcomes © 2009 Cengage Learning. All rights reserved.
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© 2009 Cengage Learning. All rights reserved.
Learning Outcome 1 Differentiate between job and work. © 2009 Cengage Learning. All rights reserved.
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© 2009 Cengage Learning. All rights reserved.
Job a set of specified work and task activities that engage an individual in an organization © 2009 Cengage Learning. All rights reserved.
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Ways of Thinking about Jobs
Organizational position – a job in relation to other parts of the organization Career – a sequence of job experiences over time © 2009 Cengage Learning. All rights reserved.
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© 2009 Cengage Learning. All rights reserved.
Work mental or physical activity that has productive results Meaning of Work – the way a person interprets and understands the value of work as part of life © 2009 Cengage Learning. All rights reserved.
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F – activity constrained E –generally D – physical
B – provides personal affect and identity A – value comes from performance; accountability is important Six Patterns of Work C – profit accrues to others by work performance Amanda F – activity constrained to specific time periods; no positive affect through its performance E –generally unpleasant physically and mentally strenuous activity D – physical activity directed by others and performed in a workplace
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© 2009 Cengage Learning. All rights reserved.
Learning Outcome 2 Discuss the traditional approaches to job design. © 2009 Cengage Learning. All rights reserved.
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Traditional Approaches to Job Design
Characteristics Theory Scientific Management Traditional Approaches to Job Design Job Enrichment Job Enlargement/ Job Rotation
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Scientific Management-Miles
Emphasizes work simplification (standardization and the narrow, explicit specification of task activities for workers) - Undervalues the human capacity for thought and ingenuity + Allows diverse groups to work together + Leads to production efficiency and higher profits © 2009 Cengage Learning. All rights reserved.
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Job Enlargement / Rotation-Miles
Job Enlargement – a method of job design that increases the number of activities in a job to overcome the boredom of overspecialized work Job Rotation – a variation of job enlargement in which workers are exposed to a variety of specialized jobs over time Cross-Training – a variation of job enlargement in which workers are trained in different specialized tasks or activities © 2009 Cengage Learning. All rights reserved.
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© 2009 Cengage Learning. All rights reserved.
JOB ENRICHMENT Designing or redesigning jobs by incorporating motivational factors into them Emphasis is on recognition, responsibility, and advancement opportunity © 2009 Cengage Learning. All rights reserved.
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Job Characteristics Model
a framework for understanding person–job fit through the interaction of core job dimensions with critical psychological states within a person © 2009 Cengage Learning. All rights reserved.
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Job Diagnostic Survey (JDS)
the survey instrument designed to measure the elements in the Job Characteristics Model © 2009 Cengage Learning. All rights reserved.
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Job Characteristics Model-Kaylee
Core job dimensions Critical psychological states Personal and work outcomes Experienced work’s meaningfulness Experienced responsibility for work’s outcomes Knowledge of work activities’ results Skill variety Task identity Task significance High internal work motivation High-quality work performance High satisfaction with the work Low absenteeism and turnover Autonomy Feedback Employee growth, need, strength J.R. Hackman and G.R. Oldham, “The Relationship Among Core Job Dimensions, the Critical Psychological States, and On-the-Job Outcomes,” The Job Diagnostic Survey: An Instrument for the Diagnosis of Jobs and the Evaluation of Job Redesign Projects, 1974. Reprinted by permission of Greg R. Oldham. 2
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Five Core Job Characteristics-Kaylee
Motivating Potential Score MPS = Skill variety Task identity significance x [Autonomy] x [Feedback] 3 +
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© 2009 Cengage Learning. All rights reserved.
Learning Outcome 3 Identify and describe alternative approaches to job design. © 2009 Cengage Learning. All rights reserved.
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Social Information Processing (SIP) Model-Hillary
a model that suggests that the important job factors depend in part on what others tell a person about the job © 2009 Cengage Learning. All rights reserved.
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Premises of (SIP) Model-Hillary
Four premises 1) people provide cues to understanding the work environment 2) people help us judge our jobs 3) people tell us how they see our jobs 4) people’s positive and negative feedback help us understand our feelings about our jobs © 2009 Cengage Learning. All rights reserved.
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Interdisciplinary Approach-Kyle M
Motivational Mechanistic Biological Perceptual/ motor Ergonomics – The science of adapting work and working conditions to the employee or worker © 2009 Cengage Learning. All rights reserved.
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Outcomes of Various Job Design Approaches-Kyle M
Decreased training time Higher utilization levels Lower error likelihood Less mental overload Lower stress levels Higher job satisfaction Higher motivation Greater job involvement Higher job performance Lower absenteeism Mechanistic Approach Motivational Approach + + - - Lower job satisfaction Lower motivation Higher absenteeism Increased training time Lower personnel utilization Greater chance of errors Greater chance of mental overload and stress 3
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Outcomes of Various Job Design Approaches-Kyle M
Less physical effort Less physical fatigue Fewer health complaints Fewer medical incidents Lower absenteeism Higher job satisfaction Lower error likelihood Lower accident likelihood Less mental stress Decreased training time Higher utilization levels + Biological Approach + Perceptual Motor Approach - - Higher financial costs because of changes in equipment or job environment Lower job satisfaction Lower motivation 3
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International Perspectives on the Design of Work
The Japanese Approach Emphasizes strategic level Encourages collective and cooperative working arrangements Emphasizes lean production lean production © 2009 Cengage Learning. All rights reserved.
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© 2009 Cengage Learning. All rights reserved.
Lean Production Using committed employees with ever-expanding responsibilities to achieve zero waste, 100% good product, delivered on time, every time © 2009 Cengage Learning. All rights reserved.
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Beyond the Book: Growth in the Champagne Industry
Strict laws regulate the output of France’s grape vineyards, leaving a limited supply to fill the demand for champagne Industry juggernaut LVMH Moët Hennessy Louis Vuitton stays ahead of the competition by assiduously pursuing grape farmers’ favor Source: C. Passariello, “To Rule Champagne Market, LVMH Courts Grape Growers,” Wall Street Journal (January 2, 2008): available at LVMH point man Jacques Péters: "The objective is to develop loyalty" © 2009 Cengage Learning. All rights reserved.
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International Perspectives on the Design of Work
The German Approach Previously, Technocentric – placing technology and engineering at the center of job design decisions Recently, Anthropocentric – placing human considerations at the center of job design decisions
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International Perspectives on the Design of Work
The Scandinavian Approach encourages high degrees of worker control encourages good social support systems for workers © 2009 Cengage Learning. All rights reserved.
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Levels of evaluation of human work
Scientific approaches of labor sciences Problem areas and assignment to disciplines Technical, anthropometric, and psychophysical problems View from natural science Practicability Technical, physiological, and medical problems Primarily oriented to groups Endurability Primarily oriented to individuals Economical and sociological problems Acceptability View from cultural studies Sociopsychological and economic problems Satisfaction 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. Reprinted by permission.
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© 2009 Cengage Learning. All rights reserved.
Work Design and Well-Being: To increase control in work organizations-Kellie Give workers the opportunity to control aspects of work and workplace Design machines and tasks with optimal response times and/or ranges Implement performance-monitoring systems as source of worker feedback © 2009 Cengage Learning. All rights reserved.
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Work Design and Well-Being: To reduce uncertainty-Kellie
Provide employees with timely and complete work information needed Make clear and unambiguous work assignments Improve communication at shift change time Increase employee access to information sources © 2009 Cengage Learning. All rights reserved.
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Work Design and Well-Being: To manage conflict-Kellie
Use participative decision making to reduce conflict Use supportive supervisory styles to resolve conflict Provide sufficient resource availability to meet work demands, thus preventing conflict © 2009 Cengage Learning. All rights reserved.
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© 2009 Cengage Learning. All rights reserved.
Learning Outcome 4 Identify and describe contemporary issues facing organizations in the design of work. © 2009 Cengage Learning. All rights reserved.
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Emerging Issues in Design of Work-Xiaohan
Telecommuting – employees work at home or in other locations geographically separate from their company’s main location Alternative work patterns: Flextime – an alternative work pattern that enables employees to set their own daily work schedules Job Sharing – an alternative work pattern in which there is more than one person occupying a single job © 2009 Cengage Learning. All rights reserved.
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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 Science Assessing Job Design and the Nature of Work This study was intended to provide a more comprehensive measure of job design and the nature of work by building on the strong tradition of previous, more narrowly focused lines of research. The resulting Work Design Questionnaire (WDQ) measures 21 distinct work characteristics in three categories. These are motivational work characteristics such as skill variety and task identity, social characteristics such as interdependence and social support, and work context characteristics such as physical demands and work conditions. Work outcomes of concern in this research included satisfaction, efficiency, and workload. The WDQ was validated with 540 incumbents, many of whom were managers, in 243 distinct jobs and the results showed excellent reliability as well as convergent and discriminant validity. While the results found that motivational work characteristics do predict satisfaction, social support was a strong incremental predictor of satisfaction beyond the motivational work characteristics. Thus, enhancing social support in the work may yield both motivational and training benefits for job incumbents. In addition, while many work redesign efforts often require trade-offs between satisfaction and training and compensation requirements, the range of design choices is much greater with the WDQ. Therefore, the WDQ offers the potential to avoid the trade-offs commonly encountered in earlier work redesign efforts. The study concludes that the WDQ holds promise for scholars studying work design theory and practitioners redesigning jobs and work in organizations. SOURCE: F.P. Morgeson and S.E. Humphrey, “The Work Design Questionnaire (WDQ): Developing and Validating a Comprehensive Measure for Assessing Job Design and the Nature of Work,” Journal of Applied Psychology 91 (2006): © 2009 Cengage Learning. All rights reserved.
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Performance Consequences of Role Behaviors-Krystle
Characteristics Standard Behavior Extra Role Counter Role Correctly Specified Role Ordinary good performance Excellent performance (organizational citizenship and prosocial behavior) Poor performance (deviance, dissent, and grievance) Incorrectly Specified Very poor (bureaucratic zeal) (task revision and redirection, role innovation) Counter-Role Behavior – deviant behavior in either a correctly or incorrectly defined job or role Republished with permission of Academy of Management, PO Box 3020, Briar Cliff Manor, NY “Task Revision: A Neglected Form of Work Performance,” (Table), R. M. Straw & R. D. Boettger, Academy of Management Journal, 1990, Vol. 33. Reproduced by permission of the publisher via Copyright Clearance Center, Inc.0
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Emerging Issues in Design of Work-Rich
Technology at work Virtual Office – a mobile platform of computer, telecommunication, and information technology and services Technostress – the stress cause by new and advancing technologies in the workplace Task Revision – the modification of incorrectly specified roles or jobs Skill development © 2009 Cengage Learning. All rights reserved.
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The Distinguishing Feature of Job Design in the Future-Rich
Flexibility © 2009 Cengage Learning. All rights reserved.
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