1. Job Design PEOPLE JOBS Psychological Contract = Contributions Inducements

2. A Model of Job Design JOB DESIGN FACTORS JOB DESIGN OUTCOMES Job Content Task Variety Task Autonomy Task Identity Task Significance Work Methods Coordination Requirements Relationships with Others Teamwork Requirements Contractual Arrangements Task Accomplishment Productivity Efficiency Effectiveness Employee Responses Satisfaction Absenteeism Turnover

3. Historical Development of Job Design Job Speciali- zation Low High Job Specialization Employee Response Contemporary Approaches Entrepreneur Specialized Crafts Scientific Management Job Rotation Job Enlargement - Job Enrichment - Redesign of Job Characteristics - Self-directed work teams Alternative Approaches Alter Relation- ships Alter Time @ (1880s - 1940s) (1940s - ) (1960s - ) (1970s - ) Social Info. processing

4. Job Design Strategies Job RotationTask Variety (different skills) Job EnlargementTask Variety + (horizontal)Task identity (whole piece of work)+ Feedback (job provides info on performance) Job enrichmentTask Variety+Identity+Feedback+ (vertical loading)Job autonomy (independence & self- add planning & determination of schedule etc)+ controlTask Significance (job affects others)

5. Redesign of Job Characteristics Implementation Core Job Critical Personal Concepts Characteristic Psychological and Work Dimensions States Outcomes Combining Tasks Task Variety ExperiencedHigh internal meaningfulnesswork motivation Forming Natural Task Identity of the work Work Units Establishing Client Task SignificanceHigh quality Relationshipsperformance Experienced Vertical Loading Task Autonomy responsibility for High work work outcomessatisfaction Opening Feedback Feedback Knowledge ofLow absenteeism Channels actual resultsand turnover Employee GNS

6. Practical Issues Related to Job Enrichment Does the job need enriching? Can it be meaningfully enriched? Is your workforce likely to desire job enrichment?

7. Does the job need enriching Check outcomes associated with job enrichment for clues Job enrichment Job Satisfaction (as perceived by the employee) Effort Absenteeism Turnover Grievances Quality of work Productivity

8. Does the job need enriching? If yes, take our cue from the Job Characteristics Model Which of the Core Job Characteristics are deficient? Skill Variety – (different skills) Task identity – (whole piece of work) Task significance – (job affects others) Autonomy – (job offers independence & self-determination) Feedback – (job provides information on performance) Answer is based on employee perceptions. Job Diagnostic Survey

9. This job … (1=SD to 7=SA) 1.Provides much variety. 2.Permits me to be left on my own to do my work. 3.Is arranged so I often have the opportunity to see jobs or projects through to completion. 4.Provides feedback on how well I am doing as I am working. 5.Is relatively significant in my organization. 6.Gives me considerable opportunity for independence and freedom in how I do the work. 7.Provides me with different responsibilities. 8.Enables me to find out how well I am doing. 9.Is important in the broader scheme of things. 10.Provides an opportunity for independent thought & action.

10. JDS: continued 11. Provides me with considerable variety of work. 12. Is arranged so that I have the opportunity to complete the work I start 13. Provides me with the feeling that I know whether I am performing well or poorly. 14. Is arranged so that I have the chance to do a job from beginning to end (i.e., an chance to do the whole job). 15. Is one where a lot of other people can be affected by how well the work gets done.

11. Two hypothetical jobs Variety Identity Significance. Autonomy Feeedback 76543217654321 Motivating Potential Score (MPS) Variety+Identity+Significance 3 XAutonomyXFeedback MPS= Job A MPS = 250 Job B MPS = 45 Job A Job B

12. Norms for Job Characteristics for all US jobs Variety Identity Significance Autonomy Feedback 76543217654321 4.5 5.0 5.8 5.0 5.2 MPS score norm for all jobs is 132.6 Theoretical Range = 1 to 343

13. Can it meaningfully be enriched? Several issues: Cost Ability to redesign Change employee (since it is based on perceptions)

14. Does your workforce want enrichment? Enrichment typically introduced by management (in response to disastrous outcomes) Unions typically suspicious so their involvement is critical. Enrichment is viewed as: a way to cut jobs a trick to get labor to assume managerial responsibilities Individual differences play a huge role. Based on perceptions Some may seek it, others may not.

15. Job Design Summary Specialization Employee Response Contemporary Job Content VarietyLowMediumHigh IdentityLow SomeHigh SignificanceLow LowHigh AutonomyLow LowHigh FeedbackHigh HighHigh Formal Org. Context Responsibility Low Low High Authority Low Low High Info. Flow Downward Downward All Directions Work Methods Standardized Standardized Flexible Coord. Requirements Low Medium High Informal Context Friendship Opportunities - Attempt to increase High Teamwork Requirements - but not via job design High Theoretical Basis Traditional Human Relations Human Resources

16. Social Information Processing & Job Design Job Characteristics Model Job Characteristics Need Fulfillment Job Attitudes Job Behaviors Social Information Processing Model Job Attitudes Job Characteristics Need Fulfillment Job Behaviors

17. Alternative Approaches to Job Design 1. Alter Relationships With Others Self-Managed Work Teams 2. Alter Time Spent at Work 4 Day Work Week Flextime Job Sharing Telecommuting Part-time Work 3.Automation 4.Redefinition of Work

18. Job Design Strategies: continued Self-directed Work Teams Task Variety+Identity+Feedback+ (job enrichment at the Job Autonomy+Task Significance group level)

19. Characteristics of Self-Managed Work Teams MEMBERS… are held accountable for results have discretion in assigning tasks have discretion in scheduling work can perform multiple jobs on the team train one another to develop multiple job skills evaluate one another’s job performance are responsible for personnel issues

20. Benefits of Alternative Work Schedules Individual BenefitsOrganizational Benefits More leisure timeLower absenteeism & T/O costs Greater personal responsibilityReduced tardiness Greater satisfactionGreater work commitment Increased quality of work lifeHigher performance Less commuting timeImproved recruiting and PR Decreased stress from home/ work demand conflicts Adapted from: J.R. Schermerhorn, J.G. Hunt and R.N. Osborn, Managing Organizational Behavior

21. Redefinition of Work Hire the right people Eliminate hierarchies Emphasis on work needed to be done, not on jobs People will take work cues from the work, not from the job description or supervisor