1. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Jobs and the Design of Work Chapter 14 Organizational Behavior Nelson & Quick 6 th edition

2. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Job Compared to Work Job - Job - a set of specified work and task activities that engage an individual in an organization –Organizational position – a job in relation to other parts of the organization –Career – a sequence of job experiences over time Work – Work – mental or physical activity that has productive results Meaning of Work - Meaning of Work - the way a person interprets and understands the value of work as part of life

3. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved F – activity constrained to specific time periods; no positive affect through its performance E – generally unpleasant – physically & mentally strenuous activity D – physical activity directed by others and performed in a workplace A – value comes from performance. Accountability is important C – profit accrues to others by work performance – strenuous, compulsive B – provides positive personal affect and identity Six patterns used to define work

4. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Traditional Approaches to Job Design Scientific Management Job Characteristics Theory Job Enlargement/ Job Rotation Job Enrichment

5. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved work simplification Emphasizes work simplification (standardization and the narrow, explicit specification of task activities for workers) Allows diverse groups to work together Leads to production efficiency and higher profits Undervalues the human capacity for thought and ingenuity Scientific Management

6. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved JobEnlargement- Job Enlargement - a method of job design that increases the number of activities in a job to overcome the boredom of overspecialized work JobRotation- Job Rotation - a variation of job enlargement in which workers are exposed to a variety of specialized jobs over time Cross-Training - Cross-Training - a variation of job enlargement in which workers are trained in different specialized tasks or activities Job Enlargement/ Job Rotation

7. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Job Enrichment - Job Enrichment - designing or redesigning jobs by incorporating motivational factors into them Emphasis is on recognition, responsibility, and advancement opportunity Job Enrichment

8. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Job Characteristics Model - Model - a framework for understanding person-job fit through the interaction of core job dimensions with critical psychological states within a person Job Diagnostic Survey (JDS) - Job Diagnostic Survey (JDS) - the survey instrument designed to measure the elements in the Job Characteristics Model Job Characteristics Theory

9. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved 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. High internal work motivation High-quality work performance High satisfaction with the work Low absenteeism and turnover Experienced work’s meaningfulness Skill variety Task identity Task significance Autonomy Feedback Employee growth-need strength Experienced responsibility for work’s outcomes Knowledge of work activities’ results Core job dimensions Critical psychological states Personal & work outcomes

10. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Five Core Job Characteristics Five Core Job Characteristics Motivating Potential Score MPS = Skill variety Task identity Task significance x [Autonomy] x [Feedback] 3 + +

11. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Social Information Processing (SIP) model SIP Model - SIP Model - a model that suggests that the important job factors depend in part on what others tell a person about the job Four premises 1) people provide cues to understanding the work environment 2) people help us judge our jobs 3) people tell us how they see our jobs 4) people’s positive & negative feedback help us understand our feelings about our jobs

12. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Ergonomics - Ergonomics - The science of adapting work and working conditions to the employee or worker Interdisciplinary Approach

13. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Outcomes of Various Job Design Approaches Decreased training time Higher utilization levels Lower error likelihood Less mental overload Lower stress levels Higher job satisfaction Higher motivation Greater job involvement Higher job performance Lower absenteeism Mechanistic Approach + - Increased training time Lower personnel utilization Greater chance of errors Greater chance of mental overload and stress Lower job satisfaction Lower motivation Higher absenteeism Motivational Approach + -

14. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Biological Approach Outcomes of Various Job Design Approaches Less physical effort Less physical fatigue Fewer health complaints Fewer medical incidents Lower absenteeism Higher job satisfaction Lower error likelihood Lower accident likelihood Less mental stress Decreased training time Higher utilization levels Higher financial costs because of changes in equipment or job environment Lower job satisfaction Lower motivation + - Perceptual Motor Approach + -

15. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved InternationalPerspectivesonthe DesignofWork International Perspectives on the Design of Work The Japanese Approach –Emphasizes strategic level –Encourages collective and cooperative working arrangements lean production –Emphasizes lean production Using committed employees with ever-expanding responsibilities to achieve zero waste, 100% good product, delivered on time, every time Photos courtesy of Clips Online, © 2008 Microsoft Corporation

16. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved InternationalPerspectivesonthe DesignofWork International Perspectives on the Design of Work The German Approach Technocentric - –Previously, Technocentric - placing technology and engineering at the center of job design decisions Anthropocentric - –Recently, Anthropocentric - placing human considerations at the center of job design decisions Photos courtesy of Clips Online, © 2008 Microsoft Corporation

17. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved InternationalPerspectivesonthe DesignofWork International Perspectives on the Design of Work The Scandinavian Approach –encourages high degrees of worker control –encourages good social support systems for workers Photos courtesy of Clips Online, © 2008 Microsoft Corporation

18. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved 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 & assignment to disciplines Technical, anthropo- metric, & psychophysical problems Technical, physiological, & medical problems Economical & sociological problems Sociopsychological & economic problems Levels of Evaluation of human work Practicability Endurability Acceptability Satisfaction Scientific approaches of labor sciences View from natural science Primarily oriented to individuals Primarily oriented to groups View from cultural studies

19. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved WorkDesignandWell-Being Work Design and Well-Being : To increase control in work organizations Give workers the opportunity to control aspects of work & workplace Design machines and tasks with optimal response times and/or ranges Implement performance-monitoring systems as source of worker feedback

20. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved WorkDesignandWell-Being Work Design and Well-Being : To reduce uncertainty Provide employees with timely and complete work information needed Make clear and unambiguous work assignments Improve communication at shift change time Increase employee access to information sources

21. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved WorkDesignandWell-Being Work Design and Well-Being: To manage conflict Use participative decision making to reduce conflict Use supportive supervisory styles to resolve conflict Provide sufficient resource availability to meet work demands, thus preventing conflict

22. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved ContemporaryIssuesin DesignofWork Contemporary Issues in Design of Work Telecommuting -Telecommuting - employees work at home or in other locations geographically separate from their company’s main location Alternative work patterns –Job Sharing - –Job Sharing - an alternative work pattern in which there is more than one person occupying a single job –Four day work week –Flextime - –Flextime - an alternative work pattern that enables employees to set their own daily work schedules

23. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved ContemporaryIssuesin DesignofWork Contemporary Issues in Design of Work Technology at work –Virtual Office - –Virtual Office - a mobile platform of computer, telecommunication, and information technology and services –Technostress - –Technostress - the stress cause by new and advancing technologies in the workplace Task Revision -Task Revision - the modification of incorrectly specified roles or jobs Skill development

24. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Counter-Role Behavior - Counter-Role Behavior - deviant behavior in either a correctly or incorrectly defined job or 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 Role Characteristics Standard Role Behavior (meets expectations) Extra Role Behavior (beyond expectations) Counter Role Behavior (differs from expected) Correctly Specified Role Ordinary good performance Excellent performance (organizational citizenship and prosocial behavior) Poor performance (deviance, dissent, and grievance) Incorrectly Specified Role Poor performance Very Poor Performance (bureaucratic zeal) Excellent performance (task revision and redirection, role innovation)

25. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved TheDistinguishingFeatureofJob DesignintheFuture The Distinguishing Feature of Job Design in the Future Photos courtesy of Clips Online, © 2008 Microsoft Corporation