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

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

3. 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

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

5. 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

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

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

8. 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

9. 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

10. 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

11. 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

12. Task structure contractI
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

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

14. 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

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

16. 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

17. 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

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

19. 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.

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

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

22. 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

23. 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.

24. 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.

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

26. Main approaches to job design
Figure 18.7
Main approaches to job design

27. 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

28. 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

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

30. 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

31. 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

32. 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

33. 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

34. 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