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Management, 6e Schermerhorn

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1 Management, 6e Schermerhorn
Prepared by Cheryl Wyrick California State Polytechnic University Pomona John Wiley & Sons, Inc

2 COPYRIGHT Copyright 1999 © John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that named in Section 117 of the United States Copyright Act without the express written consent of the copyright owner is unlawful. Request for further information should be addressed to the Permission Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her owner use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, cause by the use of these programs or from the use of the information contained herein.

3 Chapter 15 Individual Performance and Job Design
Planning Ahead What is the meaning of work? What influences job satisfaction and performance? How can jobs be enriched? What are alternative work arrangements? How can job and work stress be managed? Schermerhorn - Chapter 15

4 Schermerhorn - Chapter 15
The Meaning of Work Psychological Contracts An informal understanding about what an individual gives to and receives from an organization Schermerhorn - Chapter 15

5 Schermerhorn - Chapter 15
The Meaning of Work Psychological Contracts Ideal work situation is one that is considered fair When contract is broken, morale problems develop Schermerhorn - Chapter 15

6 Schermerhorn - Chapter 15
The Meaning of Work Work-Life Balance fit between one’s job and personal or family needs stress occurs if there is not a balance between work and personal life Schermerhorn - Chapter 15

7 Job Satisfaction and Performance
collection of tasks performed in support of organizational objectives Job Design process of creating or defining jobs by assigning specific work tasks to individuals and groups Schermerhorn - Chapter 15

8 Job Satisfaction and Performance
degree to which an individual feels positively or negatively about various aspects of the job less turnover and absenteeism among satisfied workers Schermerhorn - Chapter 15

9 Job Satisfaction and Performance
Job Involvement extent to which an individual is dedicated to a job Organizational commitment loyalty of individual to the organization Schermerhorn - Chapter 15

10 Job Satisfaction and Performance
Job Performance quantity and quality of tasks accomplished by an individual or group at work value-added criterion Schermerhorn - Chapter 15

11 Job Satisfaction and Performance
High-performance equation: Performance = Ability x Support x Effort Schermerhorn - Chapter 15

12 Job Satisfaction and Performance
begins with ability requires support involves effort Schermerhorn - Chapter 15

13 Job Design Issues and Alternatives
Job Simplification standardizing work procedures employing people in well-defined tasks can result in boredom extreme form is automation Schermerhorn - Chapter 15

14 Job Satisfaction and Performance
Job Rotation and Job Enlargement Job Rotation increases task variety by shifting workers between different jobs regular periodically keeps managers informed about job demands Schermerhorn - Chapter 15

15 Job Satisfaction and Performance
Job Rotation and Job Enlargement Job Enlargement increases task variety by combining two or more tasks previously assigned to other workers horizontal loading Schermerhorn - Chapter 15

16 Job Satisfaction and Performance
Job Enrichment building more opportunities for satisfaction into a job job depth (vertical loading) Schermerhorn - Chapter 15

17 Schermerhorn - Chapter 15
Job Enrichment Job Characteristics Model diagnostic approach to job enrichment five core job characteristics job high in core characteristics is enriched Schermerhorn - Chapter 15

18 Schermerhorn - Chapter 15
Job Enrichment Core Characteristics of Job Characteristics Model skill variety task identity task significance autonomy feedback Schermerhorn - Chapter 15

19 Schermerhorn - Chapter 15
Job Enrichment Critical Psychological States of Job Characteristics Model meaningfulness of work responsibilities for work outcomes knowledge of actual results of work activities Schermerhorn - Chapter 15

20 Schermerhorn - Chapter 15
Job Enrichment Job satisfaction is influenced by psychological states Psychological states are influenced by core job characteristics Not everyone is affected in the same way Schermerhorn - Chapter 15

21 Schermerhorn - Chapter 15
Job Enrichment Improving Core Characteristics form natural work units combine tasks establish client relationships open feedback channels practice vertical loading Schermerhorn - Chapter 15

22 Schermerhorn - Chapter 15
Job Enrichment Technology and Job Enrichment Sociotechnical Systems using technology to the best advantage, while treating people with respect Robotics use of computer controlled machines to completely automate work tasks Schermerhorn - Chapter 15

23 Alternative Work Arrangements
Compressed Workweek schedule that allows a full-time job to be completed in less than the standard 5 days of 8-hour shifts Schermerhorn - Chapter 15

24 Alternative Work Arrangements
4-40 (also known as 4-10) employees work 4 days, 10 hours each day increased leisure time, lower commuting costs increased fatigue, family scheduling problems, union objections Schermerhorn - Chapter 15

25 Alternative Work Arrangements
Flexible Working Hours any work schedule which gives employees some choice in daily work hours core time - all employees must be at work allows employees to schedule around personal and family responsibilities Schermerhorn - Chapter 15

26 Alternative Work Arrangements
Job Sharing one job is split between two or more persons daily, weekly, or monthly arrangements Work Sharing agreement between employees to cut back work hours to avoid layoffs or termination Schermerhorn - Chapter 15

27 Alternative Work Arrangements
Telecommuting work arrangement that allows a portion of scheduled work hours to be completed outside of the office Schermerhorn - Chapter 15

28 Alternative Work Arrangements
Telecommuting Advantages reduced commuting increase productivity fewer work distractions flexible hours Schermerhorn - Chapter 15

29 Alternative Work Arrangements
Telecommuting Disadvantages loss of visibility for promotion working too much difficulty separating work and personal life Schermerhorn - Chapter 15

30 Alternative Work Arrangements
Part-Time Work employee works less than 40 hours and does not qualify as full-time contingency workers part-timers who supplement full-time workforce, often on a long term basis Schermerhorn - Chapter 15

31 Stress and Stress Management
state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities Schermerhorn - Chapter 15

32 Stress and Stress Management
Sources of Stress work factors too high or too low task demands role conflicts or ambiguities poor interpersonal relations career progress that is too slow or too fast Schermerhorn - Chapter 15

33 Stress and Stress Management
Sources of Stress personal factors Type A personality nonwork factors family events economics personal affairs Schermerhorn - Chapter 15

34 Stress and Stress Management
Consequences of Stress constructive stress acts as a positive influence increased effort, creativity, productivity destructive acts as a negative influence increased absenteeism, turnover, errors, illness decreased productivity Schermerhorn - Chapter 15

35 Stress and Stress Management
Managers should be skilled at dealing with workplace stress humanitarianism productivity creativity return on investment Schermerhorn - Chapter 15

36 Stress and Stress Management
Personal Wellness pursuit of personal and mental potential through a personal health-promotion program exercise/physical fitness smoking control health risk appraisals nutrition education high blood pressure control Schermerhorn - Chapter 15

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