Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc Chapter 14 Designing Productive and Motivating Jobs Learning Objectives After completing Chapter 14, you should be able to: Define Job design Describe Alternative job design approaches that organizations use to improve job performance Discuss The various factors and relationships that link job design and job performance Compare Job enrichment and job enlargement design strategies Identify Specific individual differences that account for different perceptions of job content

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc Chapter Outline u Important Concepts of Job Design u Job Performance Outcomes u Describing Jobs through Job Analysis u Job Designs: The Results of Job Analysis u The Way People Perceive Their Jobs u Designing Job Range: Rotation & Enlargement u Designing Job Depth: Job Enrichment u Total Quality Management & Job Design

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc FIGURE 14-1: CONCEPTUAL MODEL OF JOB DESIGN & JOB PERFORMANCE Job design Perceived job content Job performance Individual differences Social setting differences Job analysis Task factors Human factors Technological factors

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc JOB PERFORMANCE OUTCOMES Objective outcomes Personal behavior outcomes Intrinsic & extrinsic outcomes Job satisfaction outcomes

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc KEY DIMENSIONS OF JOBS Job content: The specific activities required in a job. Job requirements: Education, experience, licenses, & other personal characteristics needed to perform the job. Job context: Physical environment & other working conditions, along with other factors considered to be extrinsic to a job.

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc THE MAKEUP OF A FUNCTIONAL JOB ANALYSIS u What the worker does in relation to data, people, & jobs. u What methods & techniques the worker uses. u What machines, tools, & equipment the worker uses. u What materials, products, subject matter, or services the worker produces.

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc DIMENSIONS OF JOB DESIGN Job range Job depth Job relationships

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc FIGURE 14-2: JOB DEPTH AND RANGE DIFFERENCES IN SELECTED JOBS High Low High Job range Job depth College professors Hospital anesthesiologists Business packaging machine mechanics College instructors Hospital bookkeepers Business assembly-line workers College presidents Hospital chiefs of surgery Business research scientists College department chairpersons Hospital nurses Business maintenance repair workers

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc TABLE 14-1: SIX CHARACTERISTICS OF PERCEIVED JOB CONTENT Characteristic Description Degree to which a job requires employees to perform a wide range of operations in their work, and/or degree to which employees must use a variety of equipment and procedures in their work. Extent to which employees have a major say in scheduling their work, selecting the equipment they use, & deciding on procedures to be followed. Extent to which employees do an entire or whole piece of work & can identify with the results of their efforts. Degree to which employees, as they are working, receive information that reveals how well they are performing on the job. Degree to which a job requires employees to deal with other people to complete their work. Degree to which a job allows employees to talk with one another on the job & to establish informal relationships with other employees at work. Variety Autonomy Task identify Feedback Dealing with others Friendship opportunities

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc Job rotation Job enrichment Job enlargement ASPECTS OF JOB DESIGN

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc WAYS TO INCREASE THE CORE JOB DIMENSIONS Combine task elements Open feedback channels Allow discretion in selecting work methods Permit self- paced control Assign whole pieces of work

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc FIGURE 14-3: THE JOB CHARACTERISTICS MODEL Skill Variety Task Identity Task Significance Autonomy Feedback Experienced Meaningfulness of Work Experienced Responsibility for Outcomes of Work Knowledge of Actual Results of Work Activities High Internal Work Motivation High-quality Work Performance High Satisfaction with Work Low Absenteeism & Turnover Job Characteristics Personal & Work Outcomes Employee’s Growth Need Strength Critical Psychological States

Organizations Behavior Structure Processes Tenth Edition Gibson Ivancevich Donnelly Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc PROBLEMS WITH JOB DESIGN 4 Job design is time-consuming & costly. 4 Unless lower-level needs are satisfied, people will not respond to opportunities to satisfy upper-level needs. 4 Job design programs are intended to satisfy needs typically not satisfied in the work place. 4 Labor unions may resist job design programs. 4 It takes time to see performance improvements from job design.