1. Job Design and Work Schedules
Chapter 7
Job Design and Work Schedules

2. Job Dimensions and their Sub-dimensions
Task Characteristics
Work scheduling autonomy
Decision-making
Work methods autonomy
Task variety
Task significance
Task identity
Feedback from job
Social Characteristics
Social support
Initiated interdependence
Received interdependence
Interaction outside organization
Feedback from others

3. Job Dimensions and their Sub-dimensions, continued
Knowledge Characteristics
Job complexity
Information processing
Problem solving
Skill variety
Specialization
Contextual characteristics
Ergonomics
Physical demands
Work conditions
Equipment use

4. Job Specialization
Specialists perform a limited number of tasks, such as a tax accountant.
Specialization allows for development of expertise.
Lower-level specialized jobs require less training.
Specialization leads to boredom for many workers.

5. Characteristics of an Enriched Job
Direct feedback
Client relationships
New learning
Control over method
Control over scheduling
Unique experience
Control over resources
Direct communication authority
Personal accountability

6. Job Involvement, Enlargement, and Rotation
Job involvement is psychological identification with work.
Job enlargement is increasing the number and variety of tasks in the job.
Job rotation is a temporary switching of job assignments.

7. Job Crafting and Job Design
Competent worker goes beyond job description—has flexible work role.
To craft job, workers will change (a) tasks they perform (b) contacts with others, and (c) their view of the job.
Crafting helps the job become more meaningful.

8. Ergonomics and Job Design
Minimize physical demands on workers and optimize system performance.
Musculoskeletal disorders (MSDs) are common, and often stem from overuse.
Cumulative trauma disorders including carpal tunnel syndrome are widespread.
The right equipment and posture can prevent cumulative trauma disorders.

9. Modified Work Schedules
Help increase satisfaction and motivation and enhance recruiting.
Flexible working hours are widely used.
Compressed work week allows 40 hours of work in less than five days.
Telecommuters work from home as well as other places outside the office. Saves money but may decrease teamwork.

10. High Performance Work Systems in Manufacturing
Organizes work so that front-line workers participate in key decisions.
Workers must have (a) some autonomy, (b) access to helpers, (c) self-managing work teams.
HPWS must be part of good human resource management, such as good selection and training.

11. Adjusting Worker Resources for High-Performance
Each worker’s supply of resources must match his demand for the resources.
Each of four spans of job must be properly adjusted: (a) control, (b) accountability, (c) influence, and (d) support.
Executive fine-tunes the resources.