1. Management, 7e Schermerhorn Prepared by Michael K. McCuddy Valparaiso University John Wiley & Sons, Inc

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3. Schermerhorn - Chapter 153 Chapter 15 Individuals, Job Design, and Stress  Planning ahead—study questions –What is the meaning of work? –What are the issues in satisfaction, performance, and job design? –How can jobs be enriched? –What are alternative work arrangements? –How can job and workplace stress be managed?

4. Schermerhorn - Chapter 154 What is the meaning of work?  Basic background on work … –Work can be a “turn-on” or a “turn-off.” –People are the foundations of high performance in the workplace. –Valuing people and creating jobs and work environments that respect people’s needs and potential will benefit everyone.

5. Schermerhorn - Chapter 155 What is the meaning of work?  Psychological contract –An informal understanding about what an individual gives to and receives from an organization as part of the employment relationship. –A person has a healthy psychological contract in the ideal work situation. Fair exchange of contributions and inducements.

6. Schermerhorn - Chapter 156 What is the meaning of work?  Work and the quality of life  Quality of work life – The overall quality of human experiences in the workplace. – An important component of quality of life.  Work-life balance –Fit between one’s job or work responsibilities and personal or family needs. –The goal is to achieve a productive and satisfying balance between work and personal life.

7. Schermerhorn - Chapter 157 What are the issues in satisfaction, performance, and job design?  Job –A collection of tasks performed in support of organizational objectives.  Job design –The process of creating or defining jobs by assigning specific work tasks to individuals and groups.  Goals of job design –High levels of job satisfaction. –High levels of job performance.

8. Schermerhorn - Chapter 158 What are the issues in satisfaction, performance, and job design?  Job satisfaction –The degree to which an individual feels positively or negatively about various aspects of the job. –Common aspects of job satisfaction: Pay Tasks Supervision Coworkers Work setting Advancement opportunities

9. Schermerhorn - Chapter 159 What are the issues in satisfaction, performance, and job design?  Satisfaction-related concepts having quality of work life implications … – Job involvement The extent to which an individual is dedicated to a job. – Organizational commitment Loyalty of an individual to the organization.

10. Schermerhorn - Chapter 1510 What are the issues in satisfaction, performance, and job design?  Job performance –The quantity and quality of tasks accomplished by an individual or group at work. –Performance is a cornerstone of productivity. –Effective managers design jobs that help people achieve both satisfaction and high performance.

11. Schermerhorn - Chapter 1511 What are the issues in satisfaction, performance, and job design?  Individual performance equation – Performance begins with ability – Performance requires support – Performance involves effort Performance = Ability x Support x Effort

12. Schermerhorn - Chapter 1512 What are the issues in satisfaction, performance, and job design?  Job design alternatives – A good job design provides a good fit between the worker and the task requirements. – Vary along a continuum ranging from high to low task specialization. High specialization  job simplification Moderate specialization  rotation and enlargement Low specialization  job enrichment

13. Schermerhorn - Chapter 1513 What are the issues in satisfaction, performance, and job design?  Job simplification –Standardizing work procedures and employing people in well-defined and highly specialized tasks. –Simplified jobs are narrow in job scope. –Automation Total mechanization of a job. Most extreme form of job simplification.

14. Schermerhorn - Chapter 1514 What are the issues in satisfaction, performance, and job design?  Potential advantages of job simplification: –Easier and quicker training of workers –Workers are less difficult to supervise –Workers are easier to replace –Development of expertise in doing repetitive tasks  Potential disadvantages of job simplification: –Low satisfaction –Occasional tardiness and absenteeism –Worker boredom –High error rates

15. Schermerhorn - Chapter 1515 What are the issues in satisfaction, performance, and job design?  Job rotation and job enlargement –Job rotation Increases task variety by periodically shifting workers among jobs involving different task assignments. –Job enlargement Increases task variety by combining two or more tasks previously assigned to separate workers. Horizontal loading

16. Schermerhorn - Chapter 1516 What are the issues in satisfaction, performance, and job design?  Job enrichment –Building more opportunities for satisfaction into a job by expanding its content. –Expands both job scope and job depth. –Frequently accomplished through vertical loading.

17. Schermerhorn - Chapter 1517 What are the issues in satisfaction, performance, and job design?  Checklist for enriching jobs: –Remove controls that limit people’s discretion in their work. –Grant people authority to make decisions about their work. –Make people understand their accountability for results. –Allow people to do “whole” tasks or complete units of work. –Make performance feedback available to those doing the work.

18. Schermerhorn - Chapter 1518 How can jobs be enriched?  Core characteristics model … –Contingency approach to job design –Model focuses on: Core job characteristics Critical psychological states Job outcomes Moderating variables –A job high in the core characteristics is enriched.

19. Schermerhorn - Chapter 1519 How can jobs be enriched?  Core job characteristics: – Skill variety –Task identity –Task significance –Autonomy –Feedback

20. Schermerhorn - Chapter 1520 How can jobs be enriched?  Critical psychological states: – Experienced meaningfulness of work –Experienced responsibilities for work outcomes –Knowledge of actual results of work activities

21. Schermerhorn - Chapter 1521 How can jobs be enriched?  Job outcomes: –High internal work motivation –High growth satisfaction –High general job satisfaction –High work effectiveness

22. Schermerhorn - Chapter 1522 How can jobs be enriched?  Moderating variables: –Growth-need strength (GNS) People with high GNS will respond positively to enriched jobs. People with low GNS will respond negatively to enriched jobs. –Knowledge and skills –Context satisfaction

23. Schermerhorn - Chapter 1523 How can jobs be enriched?  Improving core job characteristics: –Form natural units of work –Combine tasks –Establish client relationships –Open feedback channels –Practice vertical loading

24. Schermerhorn - Chapter 1524 How can jobs be enriched?  Technology and job enrichment –Socio-technical systems Job design that uses technology to best advantage while still treating people with respect, and allowing their human talents to be applied to the fullest potential. –Robotics Use of computer controlled machines to completely automate work tasks.

25. Schermerhorn - Chapter 1525 How can jobs be enriched?  Questions for reflecting on job enrichment: –Is it expensive to do job enrichment? –Will people demand more pay for doing enriched jobs? –Should everyone’s job be enriched? –What do the unions say about job enrichment?

26. Schermerhorn - Chapter 1526 What are alternative work arrangements?  Compressed workweek –Any work schedule that allows a full-time job to be completed in less than the standard 5 days of 8-hour shifts. –Benefits—more leisure time, lower commuting costs, lower absenteeism, and potentially improved performance. –Disadvantages—increased fatigue, family adjustment problems, increased scheduling problems, and union objections.

27. Schermerhorn - Chapter 1527 What are alternative work arrangements?  Flexible working hours –Any work schedule that gives employees some choice in the pattern of their daily work hours. Core time—all employees must be at work. Flextime—allows employees to schedule around personal and family responsibilities.

28. Schermerhorn - Chapter 1528 What are alternative work arrangements?  Potential benefits of flexible working hours: –People have greater autonomy in work scheduling while ensuring maintenance of work responsibilities. –Organizations can attract and retain employees who have special non-work responsibilities. –Worker morale may be improved.

29. Schermerhorn - Chapter 1529 What are alternative work arrangements?  Job sharing –One full-time job is split between two or more persons.  Work sharing –An agreement between employees to cut back their work hours to avoid layoffs or termination.

30. Schermerhorn - Chapter 1530 What are alternative work arrangements?  Telecommuting –A work arrangement that allows a portion of scheduled work hours to be completed outside of the office.  Work-at-home –A telecommuting option that is facilitated by information technology and computer links to clients or customers and a central office.

31. Schermerhorn - Chapter 1531 What are alternative work arrangements?  Potential advantages of telecommuting: –Freedom from … Constraints of commuting Fixed hours Special work attire Direct contact with supervisors –Increased productivity –Fewer work distractions –Being one’s own boss –Having more personal time

32. Schermerhorn - Chapter 1532 What are alternative work arrangements?  Potential disadvantages of telecommuting: –Working too much –Having less personal time –Difficulty in separating work and personal life –Less time for family –Feelings of isolation –Loss of visibility for promotion –Difficulties supervising work-at-home employees from a distance

33. Schermerhorn - Chapter 1533 What are alternative work arrangements?  Part-time work –Work done on any schedule less than the standard 40-hour workweek and does not qualify employee as full-time. –Contingency workers Part-time workers who supplement the full-time workforce, often on a long-term basis. Now constitute 30 percent of the American workforce.

34. Schermerhorn - Chapter 1534 How can job and workplace stress be managed?  Stress –A state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities. –Job-related stress goes hand-in-hand with the dynamic and sometimes uncertain nature of managerial work.

35. Schermerhorn - Chapter 1535 How can job and workplace stress be managed?  Work factors as sources of stress: –Excessively high or low task demands –Role conflicts or ambiguities –Poor interpersonal relationships –Too slow or too fast career progress  Personal factors as sources of stress: –Needs –Capabilities –Personality Type A personality  Non-work factors as sources of stress: –Family events –Economics –Personal affairs

36. Schermerhorn - Chapter 1536 How can job and workplace stress be managed?  Stressful behavior patterns of the Type A personality: –Always moving, walking, and eating rapidly. –Acting impatient, hurrying others, disliking waiting. –Doing, or trying to do, several things at once. –Feeling guilty when relaxing. –Trying to schedule more in less time. –Using nervous gestures such as a clenched fist. –Hurrying or interrupting the speech of others.

37. Schermerhorn - Chapter 1537 How can job and workplace stress be managed?  Consequences of stress –Constructive stress Acts as a positive influence. Can be energizing and performance enhancing. –Destructive stress Acts as a negative influence. Breaks down a person’s physical and mental systems. Can lead to job burnout and/or workplace rage.

38. Schermerhorn - Chapter 1538 How can job and workplace stress be managed?  Reasons why managers should be skilled at dealing with workplace stress … –Humanitarianism –Productivity –Creativity –Return on investment

39. Schermerhorn - Chapter 1539 How can job and workplace stress be managed?  Personal wellness –The pursuit of personal and mental potential though a personal health-promotion program. –A form of preventative stress management. –Enables people to be better prepared to deal with stress.

40. Schermerhorn - Chapter 1540 How can job and workplace stress be managed?  Guidelines for coping with workplace stress: –Take control of the situation –Pace yourself –Open up to others –Do things for others –Exercise –Balance work and recreation