Job Design and Work Schedules Chapter 7 Job Design and Work Schedules

Job Dimensions and their Sub-dimensions Task Characteristics Work scheduling autonomy Decision-making Work methods autonomy Task variety Task significance Task identity Feedback from job Social Characteristics Social support Initiated interdependence Received interdependence Interaction outside organization Feedback from others

Job Dimensions and their Sub-dimensions, continued Knowledge Characteristics Job complexity Information processing Problem solving Skill variety Specialization Contextual characteristics Ergonomics Physical demands Work conditions Equipment use

Job Specialization Specialists perform a limited number of tasks, such as a tax accountant. Specialization allows for development of expertise. Lower-level specialized jobs require less training. Specialization leads to boredom for many workers.

Characteristics of an Enriched Job Direct feedback Client relationships New learning Control over method Control over scheduling Unique experience Control over resources Direct communication authority Personal accountability

Job Involvement, Enlargement, and Rotation Job involvement is psychological identification with work. Job enlargement is increasing the number and variety of tasks in the job. Job rotation is a temporary switching of job assignments.

Job Crafting and Job Design Competent worker goes beyond job description—has flexible work role. To craft job, workers will change (a) tasks they perform (b) contacts with others, and (c) their view of the job. Crafting helps the job become more meaningful.

Ergonomics and Job Design Minimize physical demands on workers and optimize system performance. Musculoskeletal disorders (MSDs) are common, and often stem from overuse. Cumulative trauma disorders including carpal tunnel syndrome are widespread. The right equipment and posture can prevent cumulative trauma disorders.

Modified Work Schedules Help increase satisfaction and motivation and enhance recruiting. Flexible working hours are widely used. Compressed work week allows 40 hours of work in less than five days. Telecommuters work from home as well as other places outside the office. Saves money but may decrease teamwork.

High Performance Work Systems in Manufacturing Organizes work so that front-line workers participate in key decisions. Workers must have (a) some autonomy, (b) access to helpers, (c) self-managing work teams. HPWS must be part of good human resource management, such as good selection and training.

Adjusting Worker Resources for High-Performance Each worker’s supply of resources must match his demand for the resources. Each of four spans of job must be properly adjusted: (a) control, (b) accountability, (c) influence, and (d) support. Executive fine-tunes the resources.