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Definition
Job Design: The process of linking specific tasks to specific jobs and deciding what techniques, equipment, and procedures should be used to perform those tasks.
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FIGURE Motivation Tools
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4. Job Design -- Early Approaches
Scientific Management
Job Simplification
Job Specialization
Time and Motion Studies
Job Enlargement
Job Enrichment
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5. Scientific Management
A set of principles and practices designed to increase the performance of individual workers by stressing job simplification and job specialization.
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6. Job Simplification and Job Specialization
Simplification: The breaking up of the work that needs to be performed in an organization into the smallest identifiable tasks.
Specialization: The assignment of workers to perform small, simple tasks.
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7. Time and Motion Studies
Studies that reveal exactly how long it takes to perform a task and the best way to perform it.
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Job Enlargement
Increasing the number of tasks a worker performs but keeping all of the tasks at the same level of difficulty and responsibility; also called horizontal job loading.
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Job Enrichment
Increasing a worker’s responsibility and control over his or her work; also called vertical job loading.
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10. The Job Characteristics Model
An approach to job design that aims to identify characteristics that make jobs intrinsically motivating and the consequences of those characteristics.
Core job dimensions include skill variety, task identity, task significance, autonomy, and feedback.
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11. Skill Variety and Task Identity
Skill Variety: the extent to which a job requires a worker to use different skills, abilities, or talents.
Task Identity: the extent to which a job involves performing a whole piece of work from its beginning to its end.
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12. Task Significance and Autonomy
Task Significance: the extent to which a job has an impact on the lives or work of other people in or out of the organization.
Autonomy: the degree to which a job allows a worker the freedom and independence to schedule work and decide how to carry it out.
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Feedback
Feedback: The extent to which performing a job provides a worker with clear information about his or her effectiveness.
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14. Job Characteristics Model Theory
The theory of the Job Characteristics Model is that the core dimensions impact the critical psychological states, which in turn impact an individual’s work and personal outcomes. Individual differences and individual perception moderate the effects.
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15. Motivating Potential Score (MPS)
A measure of the overall potential of a job to foster intrinsic motivation.
The score is a computational combination of the measures of skill variety, task identity, task significance, autonomy, and feedback.
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FIGURE Sample Job Diagnostic Survey Profiles
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17. Critical Psychological States
Experienced meaningfulness of the work
Experienced responsibility for work outcomes
Knowledge of results
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18. Critical Psychological States
The critical psychological states result in four key outcomes for workers:
High intrinsic motivation
High job performance
High job satisfaction
Low absenteeism and turnover
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FIGURE 7.4
The Job Characteristics Model
Source: Adapted from J. R. Hackman and G. R. Oldham, Work Redesign, copyright 1980 Addison-Wesley Publishing Co., Inc., Reading, Mass.
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Advice to Managers
Realize that increasing subordinates’ intrinsic motivation decreases your need to closely supervise subordinates and frees up your time for other activities. To increase levels of intrinsic motivation, increase levels of a job’s five core dimensions.
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Advice to Managers
To increase levels of job satisfaction, increase levels of the five core dimensions.
Do not redesign jobs to increase levels of the five core dimensions if workers do not desire personal growth and development at work.
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Advice to Managers
Before any redesign effort, make sure that workers are satisfied with extrinsic job outcomes. If workers are not satisfied with these factors, try to increase satisfaction levels prior to redesigning jobs.
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Advice to Managers
Make sure that workers have the necessary skills and abilities to perform their jobs. Do not redesign jobs to increase levels of the core dimensions for workers whose skills and abilities are already stretched by their current jobs.
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Advice to Managers
Periodically assess workers’ perceptions of the core dimensions of their jobs as well as their levels of job satisfaction and intrinsic motivation.
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25. The Social Information Processing Model
An approach to job design based on the idea that information from other people and workers’ own past behaviors influence workers’ perceptions of and response to the design of their jobs.
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26. Social Information Processing Model
The social environment (the other individuals with whom workers come in contact) provides information about which aspects of their jobs they should pay attention to and which they should ignore.
The social environment also provides workers with information about how they should evaluate their jobs and work outcomes.
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Advice to Managers
Place newcomers into work groups whose members like their jobs and are intrinsically motivated and satisfied.
Avoid placing newcomers into work groups whose members are disgruntled and dissatisfied.
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Advice to Managers
When you assign workers to supervise or help train a newcomer, pick workers who are satisfied with and intrinsically motivated by their jobs and who are high performers.
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Goal Setting Theory
A theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and why goals have these effects.
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30. Management by Objectives
A goal-setting process in which a manager meets with his or her supervisor to set goals and evaluate the extent to which previously set goals have been achieved.
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FIGURE Basic Steps in Management by Objectives
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Advice to Managers
Be sure that a worker’s goals are specific and difficult, whether set by you, by the worker, or by both of you.
Express confidence in your subordinates’ abilities to attain their goals, and give subordinates regular feedback on the extent of goal attainment.
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Advice to Managers
When workers are performing difficult and complex tasks that involve learning, do not set goals until the workers gain some mastery over the task.
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