1. Possible Sources of Dissatisfaction with Assembly Line Jobs Repetitiveness Involvement with only a Portion of the Total Production Cycle Limited Social Interaction with Others in the Workplace Lack of Control over the Job Physical Discomfort

2. Approaches to Job Design n Biological u Make work safe, comfortable n Perceptual/Motor u Design equipment, layout, etc. to fit humans, facilitate performance n Mechanistic u Job Simplification n Motivational u Make work more satisfying (Intrinsic motiv.) F Rotation, Enlargement F Enrichment - incorporates high-level motivators into work.

3. Job Enlargement vs. Enrichment Present job Manually insert and solder six resistors Task #3 Lock printed circuit into fixture for next operation Task #2 Adhere labels to printed circuit board Control Test circuits after assembly Planning Participate in a cross- function quality- improvement team Enriched job (pink boxes) Enlarged job (green boxes)

4. WorkmotivationGrowthsatisfactionGeneralsatisfactionWorkeffectiveness Job Characteristics Model Feedback from job Knowledge of results Skill variety Task identity Task significance Meaningfulness AutonomyResponsibility Individualdifferences CriticalPsychologicalStates Core Job CharacteristicsOutcomes

5. Job Enrichment Techniques n Increase the Level of Job Duties n Assign Responsibility for Clients or Customers rather than specialized tasks n Provide Work Scheduling Freedom n Provide Feedback, including opportunity to check one’s own work

6. Ways to Redesign Jobs to Increase MPS Combine tasks so that a worker is responsible for doing a piece of work from start to finish. Skill variety Task identity Task significance A production worker is responsible for assembling a whole bicycle, not just attaching the handlebars. Group tasks into natural work units so that workers are responsible for an entire set of important activities rather than just a part of them. Task identity Task significance A computer programmer handles all programming requests from one division instead of one type of request from several different divisions. Allow workers to interact with customers or clients, and make workers responsible for managing these relationships and satisfying customers. Skill variety Autonomy Feedback A truck driver who delivers photocopiers not only sets them up but also trains customers in how to use them, handles customer billing, and responds to customer complaints. Vertically load jobs so that workers have more control over their work activities and higher levels of responsibility. Autonomy A corporate marketing analyst not only prepares marketing plans and reports but also decides when to update and revise them, checks them for errors, and presents them to upper management. Open feedback channels so that workers know how they are performing their jobs. Feedback In addition to knowing how many claims he handles per month, an insurance adjuster receives his clients’ responses to follow-up questionnaires that his company uses to measure client satisfaction. Change MadeJob DimensionExample

7. Obstacles to Job Enrichment n Costly layout and equipment changes may be needed n Training is typically needed n Short-term performance declines are normal n Some people have low “Growth Need Strength” n Employees may expect (and deserve) higher pay

8. MAJOR IMPLICATIONS OF MOTIVATION THEORIES n Provide Valued Extrinsic and Intrinsic Rewards u Recognize Individual Differences u Watch for Changes in an Individual’s Motives n Use Mainly Positive Reinforcement n Set Challenging, but Attainable Goals n Train and Encourage People n Distribute Rewards Equitably n Provide Meaningfulness, Responsibility, Knowledge of Results