1. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 14 Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5 th edition Jobs and the Design of Work

2. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Job Compared to Work Job – -- Work – Meaning of Work –

3. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Six Patterns of Work B –B – D –D – E – F – A –A – C –C – Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

4. Traditional Approaches to Job Design __________ _____ __________ ______ ________________ ____________ _____ ____________ Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

5. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Emphasizes work simplification (Definition: ) + Allows... + Leads to... - Undervalues... Scientific Management

6. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Job Enlargement – Job Rotation – Cross-Training – Job Enlargement/ Job Rotation

7. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Job Enrichment – Emphasis is on... Job Enrichment

8. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Job Characteristics Model – Job Diagnostic Survey (JDS) – Job Characteristics Theory Job Characteristics Theory

9. Job Characteristics Model J.R. Hackman and G.R. Oldham, “The Relationship Among Core Job Dimensions, the Critical Psychological States, and On-the-Job Outcomes,” The Job Diagnostic Survey: An Instrument for the Diagnosis of Jobs and the Evaluation of Job Redesign Projects, 1974. Reprinted by permission of Greg R. Oldham. Critical psychological states Core job dimensions Personal and work outcomes Employee growth, need, strength Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

10. Five Core Job Characteristics MPS = Skill variety Task identity Task significance x [ ] 3 + + Motivational Potential Score Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

11. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Social Information Processing (SIP) model SIP Model – Four premises 1) 2) 3) 4)

12. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Ergonomics – Interdisciplinary Approach

13. Motivational Approach Outcomes of Various Job Design Approaches + Decreased... Higher... Lower... Less... Lower... Higher... Greater... Higher... Lower... Mechanistic Approach + - - Increased... Lower... Greater... Lower... Higher... Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

14. Outcomes of Various Job Design Approaches Less... Fewer... Lower... Higher... Perceptual Motor Approach + - Biological Approach + - Lower... Less... Decreased... Higher... Lower... Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

15. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved International Perspectives on the Design of Work The Japanese Approach 1. 2. 3.

16. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Definition: Lean Production

17. International Perspectives on the Design of Work The German Approach –Previously, Technocentric – –Recently, Anthropocentric – Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

18. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved International Perspectives on the Design of Work The Scandinavian Approach –

19. H. Luczak, “’Good Work’ Design: An Ergonomic, Industrial Engineering Perspective,” in J.C. Quick, L.R. Murphy, and J. J. Hurrell, eds. Stress and Well-Being at Work (Washington, D.C.): American Psychological Association. Reprinted by permission. Problem areas and assignment to disciplines Levels of Evaluation of human work __________ Scientific approaches of labor sciences View from Primarily oriented to Primarily oriented to View from Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Technical, anthropometric, and psychophysical problems Technical, physiological, and medical problems Economical and sociological problems Sociopsychological and economic problems

20. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Work Design and Well-Being: To increase control in work organizations 1. 2. 3.

21. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Work Design and Well-Being: To reduce uncertainty 1. 2. 3. 4.

22. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Work Design and Well-Being: To manage conflict 1. 2. 3.

23. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Emerging Issues in Design of Work Telecommuting – Alternative work patterns –Job Sharing – –Flextime –

24. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Emerging Issues in Design of Work Technology at work –Virtual Office – –Technostress – Task Revision – Skill development

25. Counter-Role Behavior – Role Characteristics Standard Role Behavior Extra Role Behavior Counter Role Behavior Correctly Specified Role Incorrectly Specified Role Performance Consequences of Role Behaviors Republished with permission of Academy of Management, PO Box 3020, Briar Cliff Manor, NY 10510-8020. “Task Revision: A Neglected Form of Work Performance,” (Table), R. M. Straw & R. D. Boettger, Academy of Management Journal, 1990, Vol. 33. Reproduced by permission of the publisher via Copyright Clearance Center, Inc.0 Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

26. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved The Distinguishing Feature of Job Design in the Future