Management of Human Resources Management and Organisational Behaviour 7th Edition PART 7 Management of Human Resources

Job Satisfaction and Work Performance Management and Organisational Behaviour 7th Edition CHAPTER 18 Job Satisfaction and Work Performance

Meaning & nature of job satisfaction An attitude or internal state that is associated with the working environment & working experiences In recent years it has been closely associated with improved job design & work organisation & the quality of working life

Job satisfaction & performance An issue of debate & controversy Human relations approach – satisfaction leads to performance An alternative view – performance leads to satisfaction

Job satisfaction & performance An issue of debate & controversy Bassett suggests that research has found a limited relationship between satisfaction & work output Herzberg identified a sense of achievement as affecting feelings of job satisfaction Reeves draws attention to the relationship between accomplishment at work & the need to work harder

Job satisfaction dimensions Individual factors Social factors Cultural factors Organisational factors Environmental factors

Five contractual areas relating to job satisfaction Knowledge contract Psychological contract Efficiency / rewards contract Ethical contract Task structure contract

Wishes the skills & knowledge s/he brings can be used & developed I Knowledge contract The firm The employee Needs a certain level of skills & knowledge in its employees if it is to function efficiently Wishes the skills & knowledge s/he brings can be used & developed I

Psychological contract The firm The employee Needs employees who are motivated to look after its interests Seeks to further interests that are private to self I

Efficiency / rewards contract The firm The employee Needs to implement generalised output, quality standards & reward systems Seeks a personal, equitable effort reward bargain & controls, including supervisory ones which are perceived as acceptable

Needs employees who will accept the firm’s ethos & values Ethical contract I The firm The employee Needs employees who will accept the firm’s ethos & values Seeks to work for an employer whose values do not contravene their own

Task structure contract I The firm The employee Needs employees who will accept technical & other constraints which produce task specificity or task differentiation Seeks a set of tasks which meet their requirements for task differentiation

Powerlessness Meaninglessness Isolation Self estrangement Alienation at work Powerlessness Meaninglessness Isolation Self estrangement Blauner

Variables influencing job satisfaction & work performance Individual factors – personality, education, age, orientation to work, etc Organisational factors – nature & size, personnel policies, employee relations, etc Environmental factors – economic, social, technical, governmental

Variables influencing job satisfaction & work performance Cultural factors – underlying beliefs, attitudes, values, etc. Social factors – relationships with co-workers, interaction, information organisation, etc.

Stress at work Stress at work is the biggest problem in European companies – Financial Times Stress at work is one of the major adverse influences on job satisfaction, work performance, productivity & absenteeism Stress is a source of tension & frustration that can arise through a number of interrelated influences on behaviour

Are managers under stress? Organisational change such as redundancies, introduction of new technology, & loss of key personnel places extra demands on managers & increases stress The major causes of stress in the workplace are unreasonable deadlines & office politics Stress affects all levels & types of managers Institute of Management Research 1996

Role problems & stress for individuals Responsibility for the work of others Innovative functions Integrative or boundary functions Relationship problems Career uncertainty Handy

Sources of role stress at work Figure 18.3 Sources of role stress at work Source: Arnold, J., Cooper, C.L. and Robertson, I.T., Work Psychology: Understanding Human Behaviour in the Workplace, Third edition, Financial Times Prentice Hall (1998) p.434, with permission from Pearson Education Ltd.

Work related stressors Culture Control Relationships Change Demands of job Role Support & the individuals

Individual job redesign Early job design concentrated on restructuring of individual jobs by – Job rotation Job enlargement Job enrichment

Main methods for achieving job enrichment Permitting workers greater freedom & control over the scheduling & pacing of their work Allowing workers to undertake a full task cycle, build or assemble a complete product Provide workers with tasks or jobs that challenge their abilities

Main methods for achieving job enrichment Give workers greater freedom to work in self- managing teams with greater responsibility Provide workers with the opportunity to have greater direct contact with clients, consumers, etc.

Job characteristics model of work motivation Figure 18.6 Job characteristics model of work motivation Source: Hackman, J.R. and Oldham, G.R., Work Redesign, Figure 4.6, p.90. © 1980 by Addison-Wesley Publishing Company, Inc.

Skill variety Task identity Task significance Autonomy Feedback Five core dimensions Skill variety Task identity Task significance Autonomy Feedback

Main approaches to job design Figure 18.7 Main approaches to job design

Quality of working life (QWL) as a goal QWL as a process The culture of QWL Quality of working life (QWL) as a goal QWL as a process QWL as a philosophy

The features of self-managed work groups Specific goals are set for the group but members decide the best means of achieving these Group members have greater freedom & choice & wider discretion over the planning, execution & control of their work Collectively group members have the necessary expertise & skills

The features of self-managed work groups External supervision is reduced Feedback & evaluation is related to the performance of the group as a whole

Flexible working arrangements These arrangements can include – Flexi-time Staggered hours, compressed hours Time off in lieu Job sharing Shift swapping Self-rostering Annual hours Term-time working Teleworking

Quality circles A group of people within an organisation who meet together on a regular basis to identify, analyse & solve problems relating to quality, productivity, or other aspects of day-to-day working arrangements using problem solving techniques

Features of quality circles Membership is voluntary Usually 5 to 10 members Membership is normally from those who undertake similar work The group selects the problems to be tackled

Features of quality circles A leader can be chosen from within the group but is often the immediate supervisor The members receive training in communication & problem-solving skills The group recommends solutions to management

Overcoming forces for stability in job attitudes and performance Individually-oriented system – based on traditional good management Group-oriented system – satisfaction & performance are derived from group participation Organisationally-oriented system – individuals gain satisfaction from contribution to the welfare of the organisation as a whole Staw