1. 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

2. 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

3. 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.
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4. © McGraw-Hill Companies, Inc., 1999
Job Design Defined
Job design refers to the process by which managers decide individual job tasks and authority.
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5. 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

6. 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
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7. Job Performance Outcomes
Objective Outcomes
Job Satisfaction Outcomes
Intrinsic and Extrinsic Outcomes
Personal Behavior Outcomes
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8. 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

9. 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.
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10. 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.
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11. 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.
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12. 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

13. © 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

14. 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

15. 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.
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16. 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
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17. 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

18. 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

19. 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

20. 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.
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21. © 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

22. 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

23. 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