1. LECTURE 9 APPLYING MOTIVATION THEORIES: JOB DESIGN AND EMPOWERMENT

2. Class Overview Video: Quad Graphics (8 mins) Lecture: Job redesign and employee empowerment –Job redesign: enrichment, enlargement, rotation –The job characteristics model

3. Employee Empowerment Basic principle: –Motivation can be enhanced by increasing autonomy and self-determination at work Therefore job design and assignment of responsibilities are motivational tools Empowerment includes: –Job redesign –Quality circles –Self-directed work teams

4. Job Design Traditional job design is based upon the principle of specialization Advantage: –greater task specialization improves efficiency and productivity of workforce Disadvantage: –boredom, fatigue, dissatisfaction at the individual level

5. Job Redesign Modern job designs focus upon more ‘humanization’ of work, with less specialization and simplification Methods: –Job enlargement –Job enrichment –Job rotation

6. Job Enlargement Involves an increase in the variety of an employee’s activities without increasing decision making authority AKA horizontal job expansion Job enlargement does improve worker satisfaction and the quality of production It does not appear to affect the quantity of production

7. Job Enrichment Increasing the variety of responsibilities, and including increased decision making AKA vertical job expansion Focus is upon introducing autonomy and self-regulation Increases satisfaction and performance Some people may not be not motivated by enriched jobs

8. Job Rotation Job design remains the same Personnel who perform the task are systematically changed (rotated) Uses as a training device to improve a worker’s flexibility Job rotation may be the only available means to introduce variety in some job settings

9. Job Characteristics Theory A comprehensive theory of job design proposed by Hackman and Oldham Explains how various job dimensions affect worker behavior Summarizing Principle: Five dimensions of job design influence three critical psychological states, which in turn influence important work outcomes

10. Job Characteristics Model

11. Job Characteristics Theory It has been argued that individual characteristics may influence (moderate) the strength of the relationships e.g. an individual’s respective desires to work in enriched jobs (their “growth need strength”) In principle this sounds reasonable Evidence for this influence has been mixed

12. The Job Diagnostic Survey Hackman & Oldham developed this survey to ‘diagnose’ job characteristics A job’s motivating ‘potential’ can be calculated from information from the survey: MPS = ((skill variety+task identity+task significance)/3) * autonomy * feedback So what? This is useful for assessing the effectiveness of job redesign efforts

13. Other Job Redesign Approaches Flextime Modified work week Telecommuting

14. Flextime Work schedule that gives employees some discretion in arranging their working hours Employer specifies some core time that the employee must be present at work Not suitable for some scheduled work Absenteeism and turnover are lower with flextime

15. Modified Work Weeks Use “unusual” work schedules compared to traditional 9 to 5 grind, e.g. working 10 hours a day, four days a week Employees may experience increased levels of fatigue Research produced mixed findings with regard to the effectiveness of such programs

16. Telecommuting The linking of one’s home computer with the employer’s computer system which permits the completion of all or part of one’s job at home Tends to occur in information-processing industries Growth in this area is massive Societal, environmental, psychological and economic benefits

17. Telecommuting (cont.) Advantage: –reduced overheads (reduced need for office space) –employee’s content over being close to families –higher job satisfaction levels Disadvantages: –lack of face-time (social isolation) –More difficult to monitor