1. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 Management and Organisational Behaviour 7th Edition PART 7 Management of Human Resources

2. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 Management and Organisational Behaviour 7th Edition CHAPTER 18 Job Satisfaction and Work Performance

3. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.2 Meaning & nature of job satisfaction An attitude or internal state that is associated with the working environment & working experiences In recent years it has been closely associated with improved job design & work organisation & the quality of working life

4. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.3 Job satisfaction & performance An issue of debate & controversy Human relations approach – satisfaction leads to performance An alternative view – performance leads to satisfaction

5. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.4 Job satisfaction & performance An issue of debate & controversy Bassett suggests that research has found a limited relationship between satisfaction & work output Herzberg identified a sense of achievement as affecting feelings of job satisfaction Reeves draws attention to the relationship between accomplishment at work & the need to work harder

6. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.5 Job satisfaction dimensions Individual factors Social factors Cultural factors Organisational factors Environmental factors

7. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.6 Five contractual areas relating to job satisfaction Knowledge contract Psychological contract Efficiency / rewards contract Ethical contract Task structure contract

8. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.7 Knowledge contract I The firmThe employee Needs a certain level of skills & knowledge in its employees if it is to function efficiently Wishes the skills & knowledge s/he brings can be used & developed

9. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.8 Psychological contract I The firmThe employee Needs employees who are motivated to look after its interests Seeks to further interests that are private to self

10. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.9 Efficiency / rewards contract I The firmThe employee Needs to implement generalised output, quality standards & reward systems Seeks a personal, equitable effort reward bargain & controls, including supervisory ones which are perceived as acceptable

11. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.10 Ethical contract I The firmThe employee Needs employees who will accept the firm’s ethos & values Seeks to work for an employer whose values do not contravene their own

12. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.11 Task structure contract I The firmThe employee Needs employees who will accept technical & other constraints which produce task specificity or task differentiation Seeks a set of tasks which meet their requirements for task differentiation

13. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.12 Alienation at work Powerlessness Meaninglessness Isolation Self estrangement Blauner

14. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.13 Variables influencing job satisfaction & work performance Individual factors – personality, education, age, orientation to work, etc Organisational factors – nature & size, personnel policies, employee relations, etc Environmental factors – economic, social, technical, governmental

15. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.14 Variables influencing job satisfaction & work performance Cultural factors – underlying beliefs, attitudes, values, etc. Social factors – relationships with co-workers, interaction, information organisation, etc.

16. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.15 Stress at work Stress at work is the biggest problem in European companies – Financial Times Stress at work is one of the major adverse influences on job satisfaction, work performance, productivity & absenteeism Stress is a source of tension & frustration that can arise through a number of interrelated influences on behaviour

17. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.16 Are managers under stress? Organisational change such as redundancies, introduction of new technology, & loss of key personnel places extra demands on managers & increases stress The major causes of stress in the workplace are unreasonable deadlines & office politics Stress affects all levels & types of managers Institute of Management Research 1996

18. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.17 Role problems & stress for individuals Responsibility for the work of others Innovative functions Integrative or boundary functions Relationship problems Career uncertainty Handy

19. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.18 Sources of role stress at work Figure 18.3 Source: Arnold, J., Cooper, C.L. and Robertson, I.T., Work Psychology: Understanding Human Behaviour in the Workplace, Third edition, Financial Times Prentice Hall (1998) p.434, with permission from Pearson Education Ltd.

20. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.19 Work related stressors Culture Control Relationships Change Demands of job Role Support & the individuals

21. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.20 Individual job redesign Early job design concentrated on restructuring of individual jobs by – Job rotation Job enlargement Job enrichment

22. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.21 Main methods for achieving job enrichment Permitting workers greater freedom & control over the scheduling & pacing of their work Allowing workers to undertake a full task cycle, build or assemble a complete product Provide workers with tasks or jobs that challenge their abilities

23. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.22 Main methods for achieving job enrichment Give workers greater freedom to work in self- managing teams with greater responsibility Provide workers with the opportunity to have greater direct contact with clients, consumers, etc.

24. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.23 Job characteristics model of work motivation Source: Hackman, J.R. and Oldham, G.R., Work Redesign, Figure 4.6, p.90. © 1980 by Addison-Wesley Publishing Company, Inc. Figure 18.6

25. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.24 Five core dimensions Skill variety Task identity Task significance Autonomy Feedback

26. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.25 Main approaches to job design Figure 18.7

27. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.26 The culture of QWL Quality of working life (QWL) as a goal QWL as a process QWL as a philosophy

28. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.27 The features of self-managed work groups Specific goals are set for the group but members decide the best means of achieving these Group members have greater freedom & choice & wider discretion over the planning, execution & control of their work Collectively group members have the necessary expertise & skills

29. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.28 The features of self-managed work groups External supervision is reduced Feedback & evaluation is related to the performance of the group as a whole

30. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.29 Flexible working arrangements These arrangements can include – Flexi-time Staggered hours, compressed hours Time off in lieu Job sharing Shift swapping Self-rostering Annual hours Term-time working Teleworking

31. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.30 Quality circles A group of people within an organisation who meet together on a regular basis to identify, analyse & solve problems relating to quality, productivity, or other aspects of day-to-day working arrangements using problem solving techniques

32. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.31 Features of quality circles Membership is voluntary Usually 5 to 10 members Membership is normally from those who undertake similar work The group selects the problems to be tackled

33. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.32 Features of quality circles A leader can be chosen from within the group but is often the immediate supervisor The members receive training in communication & problem-solving skills The group recommends solutions to management

34. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 18.33 Overcoming forces for stability in job attitudes and performance Individually-oriented system – based on traditional good management Group-oriented system – satisfaction & performance are derived from group participation Organisationally-oriented system – individuals gain satisfaction from contribution to the welfare of the organisation as a whole Staw