Chapter 6 Job Design – A Book Review John M. Ivancevich Michael T. Matteson Slides Prepared by Bruce R. Barringer University of Central Florida © McGraw-Hill Companies, Inc., 1999

Learning Objectives Slide 1 of 2 Describe the relationship between job design and quality of work life. Identify the key elements linking job design and performance. Define the term job analysis. Compare the job design concepts of range and depth. © McGraw-Hill Companies, Inc., 1999

Learning Objectives Slide 2 of 2 Describe what is meant by perceived job content. Identify the different types of job performance outcomes. Compare job rotation with job enlargement. Discuss several approaches to job enrichment. © McGraw-Hill Companies, Inc., 1999

© McGraw-Hill Companies, Inc., 1999 Job Design Defined Job design refers to the process by which managers decide individual job tasks and authority. © McGraw-Hill Companies, Inc., 1999

Job Design and Quality of Work Life The concept of “quality of work life” refers to “a philosophy of management that enhances the dignity of all workers; introduces changes in an organization’s culture; and improves the physical and emotional well-beings of employees. © McGraw-Hill Companies, Inc., 1999

Exhibit 6.1: Job Design and Job Performance Job context Social setting differences Job content Job analysis Job design Perceived job content Job performance Job requirements Individual differences © McGraw-Hill Companies, Inc., 1999

Job Performance Outcomes Objective Outcomes Job Satisfaction Outcomes Intrinsic and Extrinsic Outcomes Personal Behavior Outcomes © McGraw-Hill Companies, Inc., 1999

Job Analysis and Related Issues Slide 1 of 2 The description of how one job differs from another in terms of the demands, activities, and skills required. Job Content The factors that define the general nature of a job. © McGraw-Hill Companies, Inc., 1999

Job Analysis and Related Issues Slide 2 of 2 Job Requirements Factors such as education, experience, degrees, licenses, and other personal characteristics required to perform a job. Job Context The physical environment and other working conditions, along with other factors considered to be intrinsic to a job. © McGraw-Hill Companies, Inc., 1999

Job Designs: The Results of Job Analysis Slide 1 of 2 Job Range The number of operations that a job occupant performs to complete a task. Job Depth The amount of control that an individual has to alter or influence the job and the surrounding environment. © McGraw-Hill Companies, Inc., 1999

Job Designs: The Results of Job Analysis Slide 2 of 2 Job Relationships The interpersonal relationships that are required of or made possible by a job. © McGraw-Hill Companies, Inc., 1999

Exhibit 6.2: Job Depth and Range High Depth Business Packaging machine mechanic Hospital Anesthesi-ologists University College professor Business Research scientist Hospital Chief of surgery University President Business Assembly-line worker Hospital Bookkeeper University Graduate student instructor Business Mainte-nance repairer Hospital Nurse University Department chairperson Low Depth © McGraw-Hill Companies, Inc., 1999

© McGraw-Hill Companies, Inc., 1999 Designing Job Range Job Rotation Job Enlargement A form of training that involves moving an employee from one work station to another. In addition to achieving the training objective, this procedure also is designed to reduce boredom. An administrative action that involves increasing the range of a job. Supposedly, this action results in better performance and a more satisfied workforce. © McGraw-Hill Companies, Inc., 1999

Designing Job Depth: Job Enlargement Job Enrichment An approach developed by Herzberg that seeks to improve task efficiency and human satisfaction by means of building into people’s jobs greater scope for personal achievement and recognition, more challenging and responsible work, and more opportunity for individual advancement and growth. © McGraw-Hill Companies, Inc., 1999

Steps for Implementing Job Enrichment Slide 1 of 3 Direct Feedback The evaluation of performance should be timely and direct. New Learning A good job enables people to feel that they are growing. All jobs should provide opportunities to learn. © McGraw-Hill Companies, Inc., 1999

Steps for Implementing Job Enrichment Slide 2 of 3 Scheduling People should be able to schedule some part of their own work. Uniqueness Each job should have some unique qualities or features © McGraw-Hill Companies, Inc., 1999

Steps for Implementing Job Enrichment Slide 3 of 3 Control Over Resources Individuals should have some control over their job tasks. Personal Accountability People should be provided with an opportunity to be accountable for the job. © McGraw-Hill Companies, Inc., 1999

Exhibit 6.3: The Job Characteristics Model Critical psychological states Personal and work outcomes Job Characteristics - Skill variety - Task identity - Task significance - High internal work motivation - High quality work performance - High satisfaction with work - Low absenteeism an turnover - Experienced meaningfulness of work - Experienced responsibility for outcome of work Autonomy - Knowledge of the actual results of work activities Feedback - Employee growth - Need strength © McGraw-Hill Companies, Inc., 1999

Problems Associated with Job Design Process Slide 1 of 2 The process is time-consuming and costly. Employees will not respond to opportunities to satisfy upper-level need if lower-level needs are not met. Job design programs are intended to satisfy needs typically not satisfied in the workplace. © McGraw-Hill Companies, Inc., 1999

Problems Associated with Job Design Process Slide 2 of 2 Resistance of labor unions. Tangible improvements in performance may not be evident for several years after the beginning of the job design program. © McGraw-Hill Companies, Inc., 1999

© McGraw-Hill Companies, Inc., 1999 Self-Managed Teams A relatively small group of individuals who are empowered to perform certain activities based on procedures established and decisions made within the group, with minimum or not outside direction. They may take many forms including task forces, project teams, quality circles, and new venture teams. © McGraw-Hill Companies, Inc., 1999

Alternative Work Arrangements Slide 1 of 2 Compressed Workweek An alternative work arrangement in which the standard five-day, 40-hour workweek is compressed. The most popular form is four ten-hour days. Flextime An arrangement that provides employees greater individual control over work schedules. © McGraw-Hill Companies, Inc., 1999

Alternative Work Arrangements Slide 2 of 2 Job Sharing A form of alternative work arrangements in which two or more individuals share the same job. Telecommunting An alternative work arrangement in which an employee works at home while being linked to the office via a computer and/or fax machine. © McGraw-Hill Companies, Inc., 1999