1. Job Design Chapter 11 Lawrence Erlbaum Associates, Publisher, Copyright 2002 11.1

2. Chapter Overview The Tradition of Work Simplification Individual Job Characteristics Lawrence Erlbaum Associates, Publisher, Copyright 2002 11.2 Work Group Perspectives Barriers to Job Redesign Success

3. Lawrence Erlbaum Associates, Publisher, Copyright 2002 11.3 The Tradition of Work Simplification

4. Job Specialization Raw Materials Final Product Task 1 Stitch collars Task 2 Attach collars to shirts Task 3 Press, fold, and box shirts Lawrence Erlbaum Associates, Publisher, Copyright 2002 SmithWallaceGunn 11.4

5. The Work Simplification Paradox A simple job may be easy to master and do, but simplicity often creates feelings of boredom and alienation—resulting in deceased quality and productivity Lawrence Erlbaum Associates, Publisher, Copyright 2002 11.5

6. Individual Job Characteristics Lawrence Erlbaum Associates, Publisher, Copyright 2002 11.6

7. The Job Characteristics Model Core Job Characteristics Critical Psychological States Outcomes Experienced meaningfulness of work Experienced responsibility for work outcomes Knowledge of actual results of work activities Lawrence Erlbaum Associates, Publisher, Copyright 2002 Skill variety Task identity Task significance Autonomy Feedback from job High internal work motivation High general job satisfaction High “growth” satisfaction Low turnover and absenteeism High-quality work performance 11.7 Employee Growth Need Strength

8. Job Rotation Raw Materials Final Product Task 1 Stitch collars Task 2 Attach collars to shirts Task 3 Press, fold, and box shirts Lawrence Erlbaum Associates, Publisher, Copyright 2002 SmithWallaceGunn 11.8 Rotation

9. Job Enlargement Raw Materials Final Product Task 1 Stitch collars Task 2 Attach collars to shirts Task 3 Press, fold, and box shirts Lawrence Erlbaum Associates, Publisher, Copyright 2002 Smith Wallace Gunn 11.9

10. Job Enrichment Individuals will be more interested and involved in their work when their jobs provide task-related enrichment opportunities such as achievement, autonomy, and responsibility Lawrence Erlbaum Associates, Publisher, Copyright 2002 11.10

11. How to design jobs to develop job enrichment? Task Identity Task Significance Decision-Making Responsibility Context Enrichment Lawrence Erlbaum Associates, Publisher, Copyright 2002 11.11

12. Positive Task-Related Experiences Accountability Achievement Control over resources Feedback Personal growth and development Control over work pace Lawrence Erlbaum Associates, Publisher, Copyright 2002 11.12

13. Trends in Job Design Employability - the notion that employees should be concerned about their own career development, including acquiring the skills needed to keep a job or to obtain a new position Reengineering - making fundamental changes in the way work is performed (ex: in the areas of cost, customer service, quality, production speed) Lawrence Erlbaum Associates, Publisher, Copyright 2002 11.13

14. Self-Leadership Through self-leadership, individuals increase their abilities to monitor their own actions and to select which actions and outcomes are most advantageous to their jobs Lawrence Erlbaum Associates, Publisher, Copyright 2002 11.14

15. Self-Leadership: Do you exhibit the characteristics? I think about my progress in my job. I make a point to keep track of how I’m doing. I pay attention to how well I’m doing. I consciously have goals in mind. I try to extend my area of responsibility. I take action to solve problems on my own. I try to think of positive changes I can make in my job. Lawrence Erlbaum Associates, Publisher, Copyright 2002 11.15

16. Work Group Perspectives 11.16 Lawrence Erlbaum Associates, Publisher, Copyright 2002

17. Quality Circles Definition: Small group of employees who voluntarily meet on a regular basis for the purpose of solving problems involving the organization’s product, service, or operations Benefits: Increases participation Reduces resistance to change Produces high-quality solutions Decreases absenteeism Decreases turnover Improves attitudes 11.17 Lawrence Erlbaum Associates, Publisher, Copyright 2002

18. Sociotechnical Systems Model of Job Design 11.18 The Social System Individual & group influences Organizational culture Leadership and supervision Other contextual factors The Social System Individual & group influences Organizational culture Leadership and supervision Other contextual factors The Technological System Technology dimensions Type of production process (assembly line, process, unit) Physical work setting Complexity of production The nature of raw materials Time pressure Moderators Balance Optimize Lawrence Erlbaum Associates, Publisher, Copyright 2002

19. Potential Barriers to Effective Job Design Social Information Processing Individual Differences Management Support 11.19 Lawrence Erlbaum Associates, Publisher, Copyright 2002