© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Job Analysis and Job Design 1–1 The Challenges of Human Resources Management

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2 of 26 Chapter Objectives Chapter Objectives After studying this chapter, you should be able to Explain what a job analysis is, the parts that comprise it and how the information it generates is used in conjunction with a firm’s HRM functions. Explain how the data for a job analysis typically is collected. Identify and explain the various sections of job descriptions. Provide examples illustrating the various factors that must be taken into account when designing a job. Discuss the various job characteristics that motivate employees. Describe the different group techniques used to broaden a firm’s job functions and maximize the contributions of employees. Identify the different types of work schedules organizations are using today to motivate their employees. LEARNING OUTCOME 1 LEARNING OUTCOME 2 LEARNING OUTCOME 3 LEARNING OUTCOME 4 LEARNING OUTCOME 5 LEARNING OUTCOME 6 LEARNING OUTCOME 7

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 3 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 3 of 26 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–3 What is a Job? Job –A group of related activities and duties Position –The different duties and responsibilities performed by only one employee Job Family –A group of individual jobs with similar characteristics Job

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 4 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 4 of 26 What is Job Analysis A job analysis is the systematic process of collecting information about all of the parameters of a job—its basic responsibilities, the behaviors, skills, and the physical and mental requirements of the people who do it.A job analysis is the systematic process of collecting information about all of the parameters of a job—its basic responsibilities, the behaviors, skills, and the physical and mental requirements of the people who do it. A job analysis should also outline the tools needed to do the job, the environment and times at which it needs to done, with whom it needs to be done, and the outcome or performance level it should produce.A job analysis should also outline the tools needed to do the job, the environment and times at which it needs to done, with whom it needs to be done, and the outcome or performance level it should produce.  HR managers use the data to develop job descriptions and job specifications that are the basis for employee performance appraisal and development.  The ultimate purpose of job analysis is to improve organizational performance and productivity. 1–4

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5 of 26 Job Requirements Job DescriptionJob Description  Statement of the tasks, duties, and responsibilities (TDRs) of a job to be performed Job SpecificationJob Specification  Statement of the needed knowledge, skills, and abilities (KSAs) of the person who is to perform the job  Since Griggs v Duke Power and the Civil Rights Act of 1991, job specifications used in selection must relate specifically to the duties of the job.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 6 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 6 of 26 HRM Functions Affected by a Job Analysis

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7 of 26 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–7 Job Analysis and the Law Section 14.C.2 of the Uniform Guidelines states: –“There shall be a job analysis which includes an analysis of the important work behaviors required for successful performance.... Any job analysis should focus on work behavior(s) and the tasks associated with them.” Americans with Disabilities Act (ADA) –Requires that job duties and responsibilities be essential functions for job success. –The purpose of essential functions is to help match and accommodate human capabilities to job requirements.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 8 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 8 of 26 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–8 Performing Job Analysis 1.Select jobs to study 2.Determine information to collect: Tasks, responsibilities, skill requirements 3.Identify sources of data: Employees, supervisors/managers 4.Methods of data collection: Interviews, questionnaires, observation, diaries and records 5.Evaluate and verify data collection: Other employees, supervisors/managers 6.Write job analysis report

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 9 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 9 of 26

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10 of 26 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–10 Gathering Job Information Interviews Questionnaires Observation Diaries

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 11 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 11 of 26 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–11 Controlling the Accuracy of Job Information Factors influencing the accuracy of job information –Self-reporting exaggerations and omissions by employees and managers –Collecting information from a representative sample of employees –Capturing all important job information Length of job cycle exceeding observation period Lack of access to job site for personal observation Lack of familiarity with the tasks, duties, and responsibilities of a job Ongoing changes in the job

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 12 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 12 of 26 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–12 Determining Job Requirements What employee doesWhat employee does Why employee does itWhy employee does it How employee does itHow employee does it What employee doesWhat employee does Why employee does itWhy employee does it How employee does itHow employee does it Determining job requirementsDetermining job requirements Summary statement of the jobSummary statement of the job List of essential functions of the jobList of essential functions of the job Summary statement of the jobSummary statement of the job List of essential functions of the jobList of essential functions of the job Employee orientationEmployee orientation Employee instructionEmployee instruction Disciplinary actionDisciplinary action Employee orientationEmployee orientation Employee instructionEmployee instruction Disciplinary actionDisciplinary action Personal qualifications required in terms of skills, education and experiencePersonal qualifications required in terms of skills, education and experience RecruitmentRecruitment SelectionSelection DevelopmentDevelopment RecruitmentRecruitment SelectionSelection DevelopmentDevelopment Nature of: Job Analysis Job Description Job Specification Basis for:

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 13 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 13 of 26 Methods Used to Collect Job Analysis Data Five of the more popular methods areFive of the more popular methods are 1. The functional job analysis 2. The Position Analysis questionnaire system 3. The critical incident method 4. A task inventory analysis 5. A competency-based job analysis.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 14 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 14 of 26 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–14 Approaches to Job Analysis Functional Job Analysis System –Developed by the U.S. Training and Employment Service, the functional Job analysis approach utilizes an inventory of the various types of work activities that can constitute and job. Basic activities called worker functions are used to describe what workers do with regard to “data, people, and things” as part of this system. The DOL O*Net System

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 15 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 15 of 26 Position Analysis Questionnaire (PAQ) –A questionnaire covering 194 different tasks that, by means of a five-point scale, seeks to determine the degree to which different tasks are involved in performing a particular job Critical Incident Method –Job analysis method by which job tasks are identified that are critical to job success. –The job analyst writes five to ten important task statements for each job under study. 1–15

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 16 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 16 of 26 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–16 FIGURE 4.2 A Sample Page from the PAQ

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 17 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 17 of 26 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–17 Approaches to Job Analysis (cont’d) Task Inventory Analysis –Is an organization-specific analysis developed by identifying—with the help of employees and managers—a list of tasks and their descriptions that are components of different jobs. Competency-Based Analysis –Involves constant development of job profiles of current worker tasks, duties, and responsibilities that are “key” competencies for use in creating job descriptions, setting recruitment requirements, and in performance evaluation.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 19 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 19 of 26 Key Elements of a Job Description Job TitleJob Title  Indicates job duties and organizational level Job IdentificationJob Identification  Distinguishes job from all other jobs Essential Functions (Job Duties)Essential Functions (Job Duties)  Indicate responsibilities entailed and results to be accomplished Job SpecificationsJob Specifications  Skills required to perform the job and physical demands of the job

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 20 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 20 of 26 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–20 Job Descriptions Job Title –Provides status to the employee. –Indicates what the duties of the job entails. –Indicates the relative level occupied by its holder in the organizational hierarchy.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 21 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 21 of 26 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–21 Job Descriptions (cont’d) Job Identification Section –Departmental location of the job –Person to whom the jobholder reports –Date the job description was last revised –Payroll or code number –Number of employees performing the job –Number of employees in the department where the job is located –O*NET code number. –“Statement of the Job”

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 22 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 22 of 26 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–22 Job Descriptions (cont’d) Job Duties, or Essential Functions, Section –Statements of job duties that: Are arranged in order of importance that indicate the weight, or value, of each duty; weight of a duty is gauged by the percentage of time devoted to it. Stress the responsibilities that duties entail and the results to be accomplished. Indicate the tools and equipment used by the employee in performing the job. Should comply with law by listing only the essential functions of the job to be performed.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 23 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 23 of 26 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–23 Job Descriptions (cont’d) Job Specifications Section –Personal qualifications an individual must possess in order to perform the duties and responsibilities The skills required to perform the job: –Education or experience, specialized training, personal traits or abilities, interpersonal skills or specific behavioral attributes, and manual dexterities. The physical demands of the job: –Walking, standing, reaching, lifting, talking, and the condition and hazards of the physical work environment

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 25 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 25 of 26 Highlights in HRM

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 26 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 26 of 26 Problems with Job Descriptions 1.If they are poorly written, using vague rather than specific terms, they provide little guidance to the jobholder. 2.They are sometimes not updated as job duties or specifications change. 3.They may violate the law by containing specifications not related to job success. 4.They can limit the scope of activities of the jobholder, reducing an organization’s flexibility.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 27 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 27 of 26 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–27 Writing Clear and Specific Job Descriptions Create statements that: –Are terse, direct, and simply worded; eliminate unnecessary words or phrases. –Describe duties with a present-tense verb, the implied subject being the employee performing the job. –Use “occasionally” to describe duties performed once in a while and “may” for duties performed only by some workers on the job. –State the specific performance requirements of a job based on valid job-related criteria.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 28 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 28 of 26 Job Design Industrial EngineeringIndustrial Engineering  A field of study concerned with analyzing work methods and establishing time standards Job DesignJob Design  An outgrowth of job analysis that improves jobs through technological and human considerations in order to enhance organization efficiency and employee job satisfaction ErgonomicsErgonomics  The process of studying and designing equipment and systems that are easy and efficient for people to use and that ensure their physical well-being.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 29 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 29 of 26 Job Design Job Enrichment (Herzberg)Job Enrichment (Herzberg)  Enhancing a job by adding more meaningful tasks and duties (vertical expansion) to make the work more rewarding or satisfying.  Providing opportunities for achievement, recognition, growth, responsibility, and performance.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 30 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 30 of 26 Basis of Job Design

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 31 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 31 of 26 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–31 Job Enrichment Factors Increasing the level of difficulty and responsibility of the job Allowing employees to retain more authority and control over work outcomes Providing unit or individual job performance reports directly to employees Adding new tasks to the job that require training and growth Assigning individuals specific tasks, enabling them to use their particular competencies or skills

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 32 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 32 of 26 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–32 Job Characteristics Job Characteristics Model (Hackman and Oldham) –Job design theory that purports that three psychological states (experiencing meaningfulness of the work performed, responsibility for work outcomes, and knowledge of the results of the work performed) of a jobholder result in improved work performance, internal motivation, and lower absenteeism and turnover.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 33 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 33 of 26 Job Characteristics Model: Designing Jobs to Motivate Employees Job Characteristics  Skill variety  Task identity  Task significance  Autonomy  Feedback Psychological States  Meaningfulness of the work performed  Responsibility for work outcomes  Knowledge of the results of the work performed. Job Outcomes  Improved work performance  Increased Internal motivation  Lower absenteeism and turnover

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 34 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 34 of 26 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–34 Job Characteristics (cont’d) 1.Skill variety: The degree to which a job entails a variety of different activities, which demand the use of a number of different skills and talents by the jobholder 2.Task identity: The degree to which the job requires completion of a whole and identifiable piece of work, that is, doing a job from beginning to end with a visible outcome 3.Task significance: The degree to which the job has a substantial impact on the lives or work of other people, whether in the immediate organization or in the external environment 4.Autonomy: The degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out 5.Feedback: The degree to which carrying out the work activities required by the job results in the individual being given direct and clear information about the effectiveness of his or her performance

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 35 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 35 of 26 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–35 Employee Empowerment –Granting employees power to initiate change, thereby encouraging them to take charge of what they do –Organizational conditions favoring empowerment: Participation and autonomy Innovation and acceptance of risk-taking Access to information Accountability for results Cultural openness to change

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 36 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 36 of 26 Enlargement, Rotation, & Enrichment Job enlargementJob enlargement  The process of adding a greater variety of tasks to a job. Job rotationJob rotation  a process whereby employees rotate in and out of different jobs. Job enrichmentJob enrichment  Enhancing a job by adding more meaningful tasks and duties to make the work more rewarding or satisfying

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 37 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 37 of 26 Empowerment, Crafting, & Engagement Employee EmpowermentEmployee Empowerment  Granting employees power to initiate change, thereby encouraging them to take charge of what they do Job CraftingJob Crafting  A naturally occurring phenomenon whereby employees mold their tasks to fit their individual strengths, passions, and motives better Employee EngagementEmployee Engagement  A situation in which workers are enthusiastic and immersed in their work to the degree that it improves the performance of their companies

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 38 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 38 of 26 Designing Work for Group/Team Contributions Employee Involvement Groups (EIs)Employee Involvement Groups (EIs)  Groups of employees who meet to resolve problems or offer suggestions for organizational improvement  Also known as quality circles (QCs)  Success with EIs requires: – Comprehensive training for group members – Recognition of the group’s contributions – Continuing input and encouragement by management – Use of a participative/democratic leadership style

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 39 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 39 of 26 © 2010 South-Western, a part of Cengage Learning. All rights reserved.4–39 The Dynamics of Employee Involvement Groups

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 40 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 40 of 26 Synergistic Team Characteristics

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 41 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 41 of 26 Forms of Employee Teams

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 42 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 42 of 26 Characteristics of Successful Teams A commitment to shared goals and objectivesA commitment to shared goals and objectives Motivated and energetic team membersMotivated and energetic team members Open and honest communicationOpen and honest communication Shared leadershipShared leadership Clear role assignmentsClear role assignments A climate of cooperation, collaboration, trust, and accountabilityA climate of cooperation, collaboration, trust, and accountability The recognition of conflict and its positive resolutionThe recognition of conflict and its positive resolution

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 43 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 43 of 26 Benefits of Employee Teams Increased integration of individual skillsIncreased integration of individual skills Better performance (quality and quantity) solutions to unique and complex problemsBetter performance (quality and quantity) solutions to unique and complex problems Reduced delivery timeReduced delivery time Reduced turnover and absenteeismReduced turnover and absenteeism Accomplishments among team membersAccomplishments among team members

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 44 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 44 of 26 Flexible Work Schedules FlextimeFlextime  Working hours that permit employees the option of choosing daily starting and quitting times, provided that they work a set number of hours per day or week. Compressed WorkweekCompressed Workweek  Shortening the number of days in the workweek by lengthening the number of hours worked per day. Job SharingJob Sharing  The arrangement whereby two part-time employees perform a job that otherwise would be held by one full-time employee. TelecommutingTelecommuting  The use of personal computers, networks, and other communications technology such as fax machines to do work in the home that is traditionally done in the workplace.

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 45 of 36 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 45 of 26 Keys for Successful Telecommuting

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license.

Similar presentations

Presentation on theme: "© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license."— Presentation transcript:

Similar presentations

About project

Feedback

Log in

Auth with social network:

© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license.

Similar presentations

Presentation on theme: "© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license."— Presentation transcript:

Similar presentations

About project

Feedback