1. 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?

2. The Meaning of Work Psychological Contracts
Informal understanding about what an individual gives to and receives from an organization

3. The Meaning of Work Psychological Contracts
Ideal work situation is one that is considered fair
When contract is broken, morale problems develop

4. The Meaning of Work Work-Life Balance
fit between one’s job and personal or family needs
stress occurs if there is not balance between work and personal life

5. 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

6. 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

7. Job Satisfaction and Performance
Job Involvement
extent to which an individual is dedicated to a job
Organizational commitment
loyalty of individual to the organization

8. Job Satisfaction and Performance
Job Performance
quantity and quality of tasks accomplished by an individual or group at work
value-added criterion

9. Job Satisfaction and Performance
High-performance equation:
Performance = Ability x Support x Effort

10. Job Satisfaction and Performance
begins with ability
requires support
involves effort

11. Job Design Issues and Alternatives
Job Simplification
standardizing work procedures
employing people in well-defined tasks
can result in boredom
extreme form is automation

12. 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

13. 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

14. Job Satisfaction and Performance
Job Enrichment
building more opportunities for satisfaction into a job
job depth (vertical loading)

15. Job Enrichment Job Characteristics Model
diagnostic approach to job enrichment.
five core job characteristics.
job high in core characteristics is enriched.

16. Job Enrichment Core Characteristics of Job Characteristics Model
skill variety
task identity
task significance
autonomy
feedback

17. Job Enrichment
Critical Psychological States of Job Characteristics Model
meaningfulness of work
responsibilities for work outcomes
knowledge of actual results of work activities

18. 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

19. Job Enrichment Improving Core Characteristics form natural work units
combine tasks
establish client relationships
open feedback channels
practice vertical loading

20. Job Enrichment Technology and Job Enrichment Sociotechnical Systems
using technology to best advantage, while treating people with respect
Robotics
use of computer controlled machines to completely automate work tasks

21. Alternative Work Arrangements
Compressed Workweek
schedule that allows a full-time job to be completed in less than standard 5 days of 8-hour shifts

22. 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

23. 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

24. 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

25. Alternative Work Arrangements
Telecommuting
work arrangement that allows a portion of scheduled work hours to be completed outside of the office

26. Alternative Work Arrangements
Telecommuting
Advantages
reduced commuting
increase productivity
fewer work distractions
flexible hours

27. Alternative Work Arrangements
Telecommuting
Disadvantages
loss of visibility for promotion
working too much
difficulty separating work and personal life

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

29. Stress and Stress Management
state of tension experience by individuals facing extraordinary demands, constraints or opportunities

30. Stress and Stress Management
Sources of Stress
work factors
too high or too low task demands
role conflicts or ambiguities
poor interpersonal relations
too slow or too fast career progress

31. Stress and Stress Management
Sources of Stress
personal factors
Type A personality
nonwork factors
family events
economics
personal affairs

32. 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

33. Stress and Stress Management
Managers should be skilled at dealing with workplace stress
humanitarianism
productivity
creativity
return on investment

34. Stress and Stress Management
Personal Wellness
pursuit of personal and mental potential though a personal health-promotion program
exercise/physical fitness
smoking control
health risk appraisals
nutrition education
high blood pressure control