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Chapter 11 Designing Work
Management: A Skills Approach, 2/e by Phillip L. Hunsaker Copyright © 2005 Prentice-Hall Copyright © 2005 Prentice-Hall
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Learning Objectives Diagnose Job Characteristics Apply Motivation Theories to Design Satisfying Jobs Design Jobs to Maximize Employee Performance Copyright © 2005 Prentice-Hall
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Job Design – refers to the way tasks are combined to form complete jobs Copyright © 2005 Prentice-Hall
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How Do We Design Jobs? The Job Specialization Approach Frederick Taylor – Scientific Management Making jobs smaller More specialized Standardized Copyright © 2005 Prentice-Hall
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How Do We Design Jobs? Job Expansion Approaches Job Enlargement Job Enrichment Copyright © 2005 Prentice-Hall
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Job Enlargement Attempts to overcome the drawbacks of specialization by horizontally expanding a job by increasing the job scope Copyright © 2005 Prentice-Hall
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Job Enrichment Attempts to design more meaning and challenge into jobs by adding planning and evaluating responsibilities Copyright © 2005 Prentice-Hall
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Redesigning Jobs Today
Technology Telecommuting Virtual office Copyright © 2005 Prentice-Hall
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What Makes a Job Meaningful?
Five Core Job Dimensions Skill Variety Task Identity Task Significance Autonomy Feedback Copyright © 2005 Prentice-Hall
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Core Job Dimensions Skill Variety Copyright © 2005 Prentice-Hall
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Core Job Dimensions Task Identity Copyright © 2005 Prentice-Hall
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Core Job Dimensions Task Significance Copyright © 2005 Prentice-Hall
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Core Job Dimensions Autonomy Copyright © 2005 Prentice-Hall
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Core Job Dimensions Feedback Copyright © 2005 Prentice-Hall
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Examples of High and Low Job Characteristics
Skill Variety High: An auto-repair shop operator who does electrical repairs, rebuilds engines, does body work, and handles customer complaints Low: A body shop worker who sprays paints 8 hours daily Task Identity High: A cabinetmaker who designs a piece of furniture, selects the wood, builds the object, and finishes it to perfection Low: A worker in a furniture factory who operates a lathe solely to make table legs Copyright © 2005 Prentice-Hall
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The Job Characteristics Model
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How Others See Your Job Makes a Difference
Social Information Processing Model (SIP) Employees form attitudes and behavior in response to the social cues provided by others. Copyright © 2005 Prentice-Hall
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Designing Jobs for Maximum Performance
JCM Model Combine Tasks Create Natural Work Units Establish Client Relationships Expand Jobs Vertically Open Feedback Channels Copyright © 2005 Prentice-Hall
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Working with Teams JCM Principles Group Composition Copyright © 2005 Prentice-Hall
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Work Schedule Options Flextime Copyright © 2005 Prentice-Hall
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Work Schedule Options Job Sharing Copyright © 2005 Prentice-Hall
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Work Schedule Options Telecommuting Copyright © 2005 Prentice-Hall
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