Agenda zAnnouncements zMini-Lecture on Job Design zJob Design Activity zReengineering and TQM 6J:130 4/11/00.

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Presentation transcript:

Agenda zAnnouncements zMini-Lecture on Job Design zJob Design Activity zReengineering and TQM 6J:130 4/11/00

Concepts and Terms Robbins, Ch. 14 zHackman and Oldham’s job design model zTechniques for redesign zImpact of work environment zReengineering and TQM Lecture Supplement z Different types of job design

Types of Job Design zMotivational--increase motivation and satisfaction with work (Hackman & Oldham). zMechanistic--increase productivity and efficiency (Taylor). zBiological--avoid harm and reduce stress. zPerceptual/Motor--increase reliability and reduce errors. THERE ARE SOME TRADE-OFFS!!

Core job dimensions Critical psychological states Personal and work outcomes Hackman & Oldham’s Job Characteristics Model 5 DIMENSIONS3 STATES MANY OUTCOMES

Core Job Dimensions zCore Job Dimensions ySkill variety yTask identity yTask significance yAutonomy yFeedback zMotivating Potential Score (MPS) MPS = Skill + Task + Task variety identity significance X Autonomy X FB 3

Hackman & Oldham’s Job Characteristics Model Skill variety Experienced High internal Task identity meaningfulness motivation Task significance of the work High-quality performance Autonomy Experienced responsibility High satisfaction for outcomes Feedback Knowledge of results Low absenteeism & turnover Employee growth-need strength Core Job Dimensions Critical Psychological State Outcomes.

Job Design Activity

Improving Job Design zJob Enlargement - horizontal loading zJob Enrichment - vertical loading zJob Rotation - cross-training zTeam-based designs

Physical Conditions Physical Environment Temperature Noise Lighting Air quality Fatigue Communication Individual differences Employee Performance

Reengineering “The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed.” (Hammer & Champy, 1993)

Reengineering zBasic Concept: Start with a clean sheet & redesign the organization (takes 3-5 years) zIdentify: yDistinctive/Core competencies yDistinctive/Core processes zImplications for employees: yDownsizing ( million jobs gone)

Reengineering vs. TQM zReengineering yGoal: Drastic change to create huge improvement yApproach: Top- down decision making & execution z TQM yGoal: Incremental improvements yApproach: Uses bottom-up decision making & execution