1. Job Design, Work, and Motivation
Chapter 6
Job Design, Work, and Motivation

2. Learning Objectives
Describe the relationship between job design and quality of work life
Identify the key elements linking job design and performance
Define the term job analysis
Compare the job design concepts of range and depth

3. Learning Objectives Describe what perceived job content means
Identify the different types of job performance outcomes
Compare job rotation with job enlargement
Discuss several approaches to job enrichment

4. Introduction
The jobs that people perform in organizations are the building blocks of all organization structures
A major contributor to effective job performance is job design

5. The process by which individual job tasks and authority are decided
Job Design
The process by which individual job tasks and authority are decided
The term “job design” applies to any and all managerial efforts to create jobs, whether initially or subsequently
The well-being of organizations and people relates to how well jobs are designed
Designing jobs has gone beyond determining the most efficient way to perform tasks

6. Quality of work life (QWL) refers to a philosophy of management that…
Enhances the dignity of all workers
Introduces changes in an organization’s culture
Improves the physical and emotional well-being of employees
QWL embodies the theories and ideas of
The human relations movement of the 1950s
Job enrichment efforts of the 60s and 70s

7. Number of grievances filed
Quality of Work Life
Employee turnover
Stress
Sick leave usage
Indicators of QWL
Accident rates
Number of grievances filed

8. Quality of Work Life and Job Design
Job design attempts to…
Identify the most important needs of employees and the organization
Remove obstacles in the workplace that frustrate those needs
Improve organizational effectiveness

9. Conceptual Model of Job Design

10. Job Performance Outcomes
Objective
Personal
Behavior
Intrinsic and
Extrinsic
Job
Satisfaction

11. Purpose of Job Analysis Job analysts gather information about…
Provide an objective description of the job
Job analysts gather information about…
Job content
Job requirements
Job context

12. Job Analysis Mechanistic Motivational Job Analysis Methods
Perceptual-motor
Biological

13. The activities required of the job
Job Content
The activities required of the job
Descriptions vary from general statements to detailed notations of every hand and body motion required

14. Functional job analysis (FJA) describes jobs in terms of…
Job Content
Functional job analysis (FJA) describes jobs in terms of…
What the worker does in relation to data, people, and jobs
What methods and techniques the worker uses
What machines, tools, and equipment the worker uses
What materials, products, or services are produced

15. Job requirements refer to…
Education
Personal characteristics
Job requirements refer to…
Experience
Knowledge
Licenses
Abilities
Necessary skills

16. Position Analysis Questionnaire (PAQ)
A PAQ accounts for human factors through analysis of…
Information sources critical to job performance
Physical activity and dexterity required by the job
Interpersonal relationships required by the job
Reactions of individuals to working conditions
Information processing and decision making critical to job performance

17. Job context refers to such factors as…
Environment within which the job is to be performed
Extent of supervision required or exercised
Physical demands and working conditions
Degree of accountability & responsibility
Consequences of error

18. Job Analysis in Different Settings
Jobs in the Factory
Jobs in the Service Economy
Specialization
Human factors
Time and motion study
Technology
Work simplification
Knowledge workers
Standard methods
Team-based
Broad job descriptions

19. The Results of Job Analysis
Job designs are the results of job analysis
They specify three characteristics of jobs
Range
Depth
Relationships

20. The Results of Job Analysis
Job Range
The number of tasks a jobholder performs
Job Depth
Amount of discretion an individual has to decide job activities and job outcomes
Two employees with the same job title may possess more, less, or the same amount of job depth
Job range and depth distinguish one job from another, within the same organization, and among organizations

21. Job Depth and Range

22. Job Relationships
Job relationships are determined by managers’ decisions regarding
Departmentalization bases
Spans of control
The wider the span of control, the larger the group
Consequently, the harder it is to establish friendship and interest relationships
Cohesiveness
Depends on the quality and kind of interpersonal relationships within the group

23. Job Relationships
Functional job bases place jobs with similar depth and range in the same groups
Product, territory, and customer bases place jobs with dissimilar depth and range into groups
People in homogeneous, functional departments feel less stress and more job satisfaction than those in heterogeneous groups

24. The Way People Perceive Their Jobs
Taylor proposed that the way to improve work is to determine…
The best way to do a task (motion study)
Standard time for task completion (time study)
Job design based solely on technical data ignored the human aspects
Workers have different backgrounds, needs, and motivations
They experience the social setting of the job in unique ways

25. The Way People Perceive Their Jobs
You can’t understand the causes of job performance without considering individual differences
Personality
Needs
Span of attention
Social setting
To understand perceived job content, some method for measuring it must exist

26. Requisite Task Attribute Index (RTAI)
Job Characteristics
Requisite Task Attribute Index (RTAI)
Employees with similar perceptions, job designs, and social settings should report similar job characteristics

27. Perceived Job Characteristics
Feedback
Dealing with others
Task identity
Perceived job characteristics
Autonomy
Friendship opportunities
Variety

28. Individual Differences
Provide filters
Different persons perceive the same stimuli in different manners
Differences in need strength influence the perception of task variety
Those with weak higher-order needs are less concerned with performing a variety of tasks than are employees with strong growth needs

29. Social Setting Differences
Differences in social settings affect perceptions of job content
Includes leadership style and what others say about the job

30. Scientific management
Designing Job Range
Scientific management
Created jobs that were limited, uniform, and repetitive
Resulted in high levels of job discontent, turnover, absenteeism, and dissatisfaction
Two strategies widen job range by increasing the number of job activities…
Job rotation
Job enlargement

31. Job Rotation and Job Enlargement
Individuals move from one job to another
More job activities because each job includes different tasks
Increasing the range of jobs and the perception of variety in job content
Increasing the number of tasks for which an individual is responsible
Increases job range, but not depth

32. Focuses on increasing the number of job tasks
Job Enlargement
Focuses on increasing the number of job tasks
Requires a longer training period, but job satisfaction increases and boredom is reduced
Some employees can’t copy with enlarged jobs
Enlarged jobs come at a price
Job enlargement is a necessary pre-condition for job enrichment

33. Job Enrichment Changes in job depth Direct Feedback Job Enrichment
New learning
Scheduling
Uniqueness
Personal accountability
Control over resources

34. Job enrichment is a process that…
Encourages employees to behave like managers
Designs jobs to make such behavior feasible
Job enrichment and job enlargement aren’t competing strategies
Job enrichment necessarily involves job enlargement

35. Increasing the core dimensions of a job
Job Enrichment
Increasing the core dimensions of a job
Combine task elements
Assign whole pieces of work
Allow discretion in selection of work methods
Permit self-paced control
Open feedback channels

36. Job Characteristics Model
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback
Experienced
Meaningfulness
of Work
Responsibility for
Outcomes of Work
Knowledge of
Actual Results of
Work Activities
High Internal
Work Motivation
High-quality
Work Performance
High Satisfaction
with Work
Low Absenteeism
and Turnover
Job
Characteristics
Personal and Work
Outcomes
Employee Growth
Need Strength
Critical Psychological States

37. Problems Associated With Job Design
Unless lower-level needs are satisfied, people will not respond to opportunities to satisfy upper-level needs
As workers are told to expect higher-order need satisfaction, they may raise expectations beyond what is possible
Job design may be resisted by unions
Tangible performance improvements may not been seen for some time

38. Self-Managed Teams
Self-managed teams represent a job enrichment approach at the group level
SMTs determine their own work assignments with the team
They are responsible for an entire process
They select their own members and evaluate their own performance

39. Self-Managed Teams
Switching from a traditional hierarchy structure to work teams is not easy
Notable barriers are resistance and misunderstanding
Requires new workflows, processes, attitudes, behaviors
Some may not like being responsible for goals that other team members did not help achieve
Managers fear loss of control and status
Managers are often not clear about their duties
Must balance too much involvement and not enough

40. Alternative Work Arrangements
Giving employees control over when they perform their work is increasingly popular
Alternative work arrangements
The compressed work week
Flextime
Job sharing
Telecommuting

41. Alternative Work Arrangements
Higher recruitment and retention rates
Improved morale
Benefits of flexible work programs
Higher levels of employee productivity
Lower absenteeism and tardiness

42. Benefits of virtual teams…
Virtual teams are geographically distributed, diverse groups of individuals
Technology allows interaction and cooperation
Benefits of virtual teams…
More flexible work arrangements
Decreased travel expenses
Increased customer responsiveness

43. The use of alternative work arrangements is increasing
Virtual Teams
Face-to-face meetings and team-building exercises facilitate the development of trust
Extra effort must go into avoiding misunderstandings and miscommunications
The use of alternative work arrangements is increasing

44. Job embeddedness refers to…
An employee’s links with other people and teams within the organization
Perceptions of “fit” with one’s job, organization, community
Sacrifices that would be made if one left the job
Embeddedness can be increased
Place employees on teams with members who have compatible skill sets and personalities

45. Total Quality Management (TQM)
TQM refers to an organizational culture that is dedicated to…
Continuous improvement
High-quality products and services
This, in turn, results in higher levels of customer satisfaction
TQM merges technical & human knowledge

46. Total Quality Management (TQM)
Job design strategy
Focuses individuals’ needs for economic well-being and personal growth
Sociotechnical theory
Focuses on interaction between technical and social demands
Too much emphasis on one demand or the other results in poor job design