2. Learning Objectives
Discuss the background of job design as an approach to managing for high performance.
Define the job enrichment and job characteristics approaches to job design.
Present the quality of work life (QWL), sociotechnical, and high-performance work practices (HPWPs) approaches to job design.
Explain goal-setting theory and guidelines from research.
Describe the application of goal setting to overall systems performance.

3. Introduction
Meta-analytic research findings support conventional wisdom:
Good old work experience is related to job performance
Research and practice perspective:
Certain job designs and goal setting can enhance performance

4. Job Design
Various approaches

5. Job Design Continued Background on job design Job enrichment
Job rotation
Job enlargement
New challenges
Job enrichment

6. Job Design Continued
Job characteristics approach to task design - Hackman-Oldham model of work motivation

7. Job Design Continued Diagnosing and measuring task scope
Motivational potential score (MPS)

8. Job Design Continued
Practical guidelines for redesigning jobs

9. Job Design Continued
Engagement, disengagement, and social information processing
Three psychological conditions: engagement
Perceived meaningfulness, safety, and availability
Psychological disengagement: “going through the motions” while at work
Social information processing – causes of attitudes, perceptions, and behaviors:
Cognitive perceptions of the real task environment
Past actions, reinforcements received, and learning experiences
The information provided in the immediate social context

10. Quality of Work Life, Sociotechnical Design and HPWPs
Quality of work life (QWL)
Sociotechnical design
High-performance work practices (HPWPs)

11. Goal Setting Theoretical background of goal setting Locke’s theory
People strive to attain goals in order to satisfy their emotions and desires
Goals provide a directional nature to people’s behavior and guide their thoughts and actions

12. Goal Setting Continued
Major dimensions of goal-setting theory

13. Goal Setting Continued
Refinements of goal-setting theory
Research on the impact of goal setting
Importance of specific goals
Importance of difficult and challenging goals
Goal acceptance, participation, and commitment
Self-efficacy and goals

14. Goal Setting Continued
Model for relating goals to performance and satisfaction

15. Goal Setting Continued
Research on the impact of goal setting (continued)
Objective and timely feedback
Other moderators in goal setting
A word of caution regarding goal setting

16. Goal Setting Continued
Other theoretically related and performance management techniques
Goal orientation
Learning goal orientation
Performance goal orientation
Benchmarking
Stretch targets
Goal source

17. Goal Setting Continued
Application to organizational system performance
Management-by-objective (MBO)

18. Goal Setting Continued
Impact on the psychological contract
Goal setting – in general and management-by-objective in particular
Create psychological contracts employees

19. Questions ?