1. Chapter 14 Nelson & Quick Jobs & the Design of Work

2. Job Compared to Work Job - a set of specified work and task activities that engage an individual in an organization Work – mental or physical activity that has productive results Meaning of Work - the way a person interprets and understands the value of work as part of life

3. A - value comes from performance. accountability is important B - provides personal affect & identity C - profit accrues to others by work performance D - physical activity directed by others and performed in a workplace E - generally unpleasant physically & mentally strenuous activity F - activity constrained to specific time periods; no positive affect through its performance Six Patterns of Work

4. Traditional Approaches to Job Design Scientific Management Job Characteristics Theory Job Enlargement/ Job Rotation Job Enrichment

5. Emphasizes work simplification (standardization and the narrow, explicit specification of task activities for workers) + Allows diverse groups to work together + Leads to production efficiency and higher profits - Undervalues the human capacity for thought and ingenuity Scientific Management

6. Job Enlargement - a method of job design that increases the number of activities in a job to overcome the boredom of overspecialized work Job Rotation - a variation of job enlargement in which workers are exposed to a variety of specialized jobs over time Cross-Training - a variation of job enlargement in which workers are trained in different specialized tasks or activities Job Enlargement/ Job Rotation

7. Job Enrichment - designing or redesigning jobs by incorporating motivational factors into them Job Enrichment Emphasis is on recognition, responsibility, and advancement opportunity

8. Job Characteristics Model - a framework for understanding person-job fit through the interaction of core job dimensions with critical psychological states within a person Job Diagnostic Survey (JDS) - the survey instrument designed to measure the elements in the Job Characteristics Model Job Characteristics Theory

9. Job Characteristics Model Skill variety Task identity Task significance Autonomy Feedback Core job dimensions Experienced work’s meaningfulness Experienced responsibility for work’s outcomes Knowledge of work activities’ results Critical psychological states High internal work motivation High-quality work performance High satisfaction with the work Low absenteeism and turnover Personal and work outcomes Employee growth,need, strength J.R. Hackman and G.R. Oldham, “The Relationship Among Core Job Dimensions, the Critical Psychological States, and On-the-Job Outcomes,” The Job Diagnostic Survey: An Instrument for the Diagnosis of Jobs and the Evaluation of Job Redesign Projects, 1974. Reprinted by permission of Greg R. Oldham.

10. Social Information Processing (SIP) model SIP Model - a model that suggests that the important job factors depend in part on what others tell a person about the job Four premises 1) people provide cues to understanding the work environment 2) people help us judge our jobs 3) people tell us how they see our jobs 4) people’s positive & negative feedback help us understand our feelings about our jobs

11. No one approach can solve all performance problems caused by poorly designed jobs Interdisciplinary Approach Motivational Perceptual/ motor Biological Mechanistic

12. Motivational Approach Mechanistic Approach Outcomes of Various Job Design Approaches ++ Decreased training time Higher utilization levels Lower error likelihood Less mental overload Lower stress levels Higher job satisfaction Higher motivation Greater job involvement Higher job performance Lower absenteeism Lower job satisfaction Lower motivation Higher absenteeism Increased training time Lower personnel utilization Greater chance of errors Greater chance of mental overload and stress - -

13. Outcomes of Various Job Design Approaches Less physical effort Less physical fatigue Fewer health complaints Fewer medical incidents Lower absenteeism Higher job satisfaction Lower error likelihood Lower accident likelihood Less mental stress Decreased training time Higher utilization levels Higher financial costs because of changes in equipment or job environment Lower job satisfaction Lower motivation Biological Approach Perceptual Motor Approach + - + -

14. International Perspectives on the Design of Work The Japanese Approach Emphasizes strategic level Encourages collective and cooperative working arrangements Emphasizes lean production lean production

15. Using committed employees with ever- expanding responsibilities to achieve zero waste, 100% good product, delivered on time, every time Lean Production

16. International Perspectives on the Design of Work The German Approach Technocentric - placing technology and engineering at the center of job design decisions (traditional German approach) Anthropocentric - placing human considerations at the center of job design decisions (more recent German approach)

17. International Perspectives on the Design of Work The Scandinavian Approach encourages high degrees of worker control encourages good social support systems for workers

18. Work Design and Well-Being: To increase control in work organizations  Give workers the opportunity to control aspects of work & workplace  Design machines and tasks with optimal response times and/or ranges  Implement performance-monitoring systems as source of worker feedback

19. Work Design and Well-Being: To reduce uncertainty  Provide employees with timely and complete work information needed  Make clear and unambiguous work assignments  Improve communication at shift change time  Increase employee access to information sources

20. Work Design and Well-Being: To manage conflict  Use participative decision making to reduce conflict  Use supportive supervisory styles to resolve conflict  Provide sufficient resource availability to meet work demands, thus preventing conflict

21. Emerging Issues in Design of Work  Telecommuting - employees work at home or in other locations geographically separate from their company’s main location  Alternative work patterns Job Sharing - an alternative work pattern in which there is more than one person occupying a single job Flextime - an alternative work pattern that enables employees to set their own daily work schedules

22. Emerging Issues in Design of Work  Technology at work Virtual Office - a mobile platform of computer, telecommunication, and information technology and services Technostress - the stress cause by new and advancing technologies in the workplace  Task Revision - the modification of incorrectly specified roles or jobs  Skill development

23. The Distinguishing Feature of Job Design in the Future