Post on 27-Nov-2014
Prepared byPrepared byPeter James D. CortazarPeter James D. Cortazar
Human Behavior in OrganizationHuman Behavior in OrganizationDr. Neri S. Pescadera Dr. Neri S. Pescadera
Dean, Graduate School of ManagementDean, Graduate School of ManagementPamantasan ng Lungsod ng MaynilaPamantasan ng Lungsod ng Maynila
JOB DESIGN, PARTICIPATION,
AND WORK ARRAGEMENTS
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How can job design How can job design improve worker well-improve worker well-being and workplace being and workplace
performance?performance?
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Reducing Occupational Reducing Occupational StressStress
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If you can’t take the If you can’t take the heat…heat…
– – Traditionally, organizations have (at least Traditionally, organizations have (at least implicitly)implicitly)
maintained that it is the individual’s maintained that it is the individual’s responsibility toresponsibility to
manage his/her stress levelsmanage his/her stress levels
– – Employee assistance programmesEmployee assistance programmes
––Weight and alcohol reductionWeight and alcohol reduction
––Gyms and exerciseGyms and exercise
– – Counseling servicesCounseling services
– ‘– ‘In house’ doctors and dentistsIn house’ doctors and dentists
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Reducing Occupational Reducing Occupational StressStress
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Work DesignWork Design
The way work processes are The way work processes are structured and managed, dealing with structured and managed, dealing with issues such as:issues such as:
– – Scheduling of workScheduling of work
– – Job designJob design
– – Interpersonal aspects of workInterpersonal aspects of work
– – Management styleManagement style
– – Organizational characteristicsOrganizational characteristics66
The Standards target 6 main working The Standards target 6 main working conditions:conditions:
– – DemandsDemands
– – ControlControl
– – SupportSupport
– – RelationshipsRelationships
– – RoleRole
– – Change (i.e., promoting effective Change (i.e., promoting effective changechange
management and management and communication)communication)
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Job DesignJob DesignA major cause of effective job A major cause of effective job performance is performance is job designjob design..
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Job DesignJob Design
Job designJob design – process by which managers – process by which managers decide individual job tasks and authoritydecide individual job tasks and authority
Job redesignJob redesign – process by which managers – process by which managers reconsider what employees are expected to reconsider what employees are expected to dodo
Why? Because it increases Why? Because it increases organization effectiveness, organization effectiveness, efficiency and worker motivationefficiency and worker motivation
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Initial Step--Job Initial Step--Job AnalysisAnalysis
Determines:Determines:– Job Specification: Experience, Job Specification: Experience,
education, i.e. qualificationseducation, i.e. qualifications– Job Description: Tasks and Job Description: Tasks and
responsibilitiesresponsibilities Job RangeJob Range Job DepthJob Depth Job RelationshipsJob Relationships
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Job Design and Quality of Work Job Design and Quality of Work Life (QWL)Life (QWL)
Quality of work life (QWL) Quality of work life (QWL) Studies Studies – Believed that satisfied workers would Believed that satisfied workers would
be more productivebe more productive– Tested in the coal minesTested in the coal mines– Attempted to enhance the dignity Attempted to enhance the dignity
(physical and emotional well-being) of (physical and emotional well-being) of all workers by eliminating dissatisfiersall workers by eliminating dissatisfiers
– Productivity increases were not Productivity increases were not significant. significant.
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Job Design and Quality of Work Job Design and Quality of Work Life (QWL)Life (QWL)
Indicators of quality of work life include:Indicators of quality of work life include:– Accident ratesAccident rates
– Sick leave usageSick leave usage
– Employee turnoverEmployee turnover
– Number of grievances filedNumber of grievances filed
Improvement was noted in these indicators, Improvement was noted in these indicators,
but it didn’t make the workers work harder. but it didn’t make the workers work harder.
However, they were more satisfiedHowever, they were more satisfied
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Job Design and Quality Job Design and Quality of Work Life (QWL)of Work Life (QWL)
The continuing challenge to The continuing challenge to management is to provide for management is to provide for QWL and to improve QWL and to improve production, quality, and production, quality, and efficiency through efficiency through revitalization of business and revitalization of business and industryindustry
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Conceptual Model of Job Conceptual Model of Job Design and Job Design and Job PerformancePerformance
Job contextJob contextSocial Social setting setting
differencesdifferences
Job contentJob content Job analysisJob analysis Job designJob designJob Job
performanceperformancePerceived job Perceived job
contentcontent
Job Job requirementsrequirements
Individual Individual differencesdifferences
JobSpecification
JobDescription
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Job DesignJob Design
Job design attempts to:Job design attempts to:– identify the needs of employees and the organizationidentify the needs of employees and the organization– remove obstacles in the workplace that frustrate those needsremove obstacles in the workplace that frustrate those needs
Job rangeJob range– Number of tasks a person is expected to perform while doing a jobNumber of tasks a person is expected to perform while doing a job– The more tasks required, the greater the job rangeThe more tasks required, the greater the job range
Job depthJob depth– Degree of influence or discretion that an individual possesses to Degree of influence or discretion that an individual possesses to
choose how a job will be performedchoose how a job will be performed
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Designing Job Range:Designing Job Range:
Job RotationJob Rotation Moving individuals from one Moving individuals from one
job to anotherjob to another Individual completes more Individual completes more
job activities because each job activities because each job includes different tasksjob includes different tasks
Involves increasing the Involves increasing the range of jobs and the range of jobs and the perception of variety in job perception of variety in job contentcontent
Job RotationJob Rotation Moving individuals from one Moving individuals from one
job to anotherjob to another Individual completes more Individual completes more
job activities because each job activities because each job includes different tasksjob includes different tasks
Involves increasing the Involves increasing the range of jobs and the range of jobs and the perception of variety in job perception of variety in job contentcontent
Job EnlargementJob Enlargement Increasing the number of Increasing the number of
tasks for which an individual tasks for which an individual is responsibleis responsible
Increases job range, but not Increases job range, but not depthdepth
Job EnlargementJob Enlargement Increasing the number of Increasing the number of
tasks for which an individual tasks for which an individual is responsibleis responsible
Increases job range, but not Increases job range, but not depthdepth
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Designing Job Depth: Designing Job Depth: Job EnrichmentJob Enrichment
The practice of increasing discretion The practice of increasing discretion individuals can use to select individuals can use to select activities and outcomesactivities and outcomes
Increases job depth and accordingly Increases job depth and accordingly fulfills growth and autonomy needsfulfills growth and autonomy needs
Theory of motivation is the impetus Theory of motivation is the impetus for designing job depth (job for designing job depth (job enrichment)enrichment)
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Designing Job Depth: Designing Job Depth: Job EnrichmentJob Enrichment
Managers can provide employees with Managers can provide employees with greater opportunities to exercise greater opportunities to exercise discretion by making the following discretion by making the following changes:changes:– Direct feedbackDirect feedback– New learningNew learning– SchedulingScheduling– UniquenessUniqueness– Control over resourcesControl over resources– Personal accountabilityPersonal accountability 1818
Job Characteristic Job Characteristic TheoryTheory How can we design a job that How can we design a job that
motivates people?motivates people?– Asked people that were clearly Asked people that were clearly
motivated by a job, what were the motivated by a job, what were the motivating characteristicsmotivating characteristics
– What do you think are the What do you think are the motivating characteristics? Are they motivating characteristics? Are they all equal?all equal?
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Skill Variety
Task Identity
Task Significance
Skill Variety
Task Identity
Task Significance
AutonomyAutonomy
FeedbackFeedback
ExperiencedMeaningfulness
of Work
ExperiencedResponsibility forOutcomes of Work
Knowledge ofActual Results ofWork Activities
High InternalWork Motivation
High-qualityWork Performance
High Satisfactionwith Work
Low Absenteeismand Turnover
High InternalWork Motivation
High-qualityWork Performance
High Satisfactionwith Work
Low Absenteeismand Turnover
Job Characteristics
Personal and WorkOutcomes
Employee’s GrowthNeed Strength
Employee’s GrowthNeed Strength
Critical Psychological States
The Job Characteristics The Job Characteristics ModelModel
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Job Characteristics Job Characteristics TheoryTheory
Task Variety + Task Identity + Task Significance
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X Autonomy X Feedback
Job Motivation Potential equals
The higher the score, the higher the motivating potential and therefore the higher the productivity
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Key Characteristics to Key Characteristics to AddressAddress
Task varietyTask variety.. The extent to which The extent to which you or your team members are given you or your team members are given the opportunity to perform a variety of the opportunity to perform a variety of tasks and use different skillstasks and use different skills
Task significanceTask significance.. The degree to The degree to which your or your team’s work is which your or your team’s work is valued and has significance for both valued and has significance for both internal and external stakeholders of internal and external stakeholders of the organizationthe organization
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Key Characteristics to Key Characteristics to AddressAddress
Task identityTask identity.. The degree to The degree to which your or your team which your or your team completes a whole and separate completes a whole and separate piece of work and has control over piece of work and has control over most of the resources necessary most of the resources necessary to accomplish its objectivesto accomplish its objectives
AutonomyAutonomy. The degree to which . The degree to which you or your team are allowed to you or your team are allowed to make your own decisionsmake your own decisions
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Key Characteristics to Key Characteristics to AddressAddress
Feedback.Feedback. Extend to which Extend to which you or your team receives you or your team receives feedback from the job or the feedback from the job or the supervisorsupervisor
Growth Need StrengthGrowth Need Strength. Extend . Extend to which an individual to which an individual
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Problems associated with job Problems associated with job designdesign
Unless lower-level needs are satisfied, people will not respond to opportunities to satisfy upper-level needs
Job design programs may raise employees’ expectations beyond what is possible
Job design may be resisted by labor unions who see the effort as an attempt to get more work for the same pay
Job design efforts may not produce tangible improvements for some time after the beginning of the effort
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Job Design:Job Design:Key Characteristics to Key Characteristics to AddressAddress
Self-management.Self-management. Refers to the team’s Refers to the team’s ability to:ability to:– set its own objectivesset its own objectives– coordinate its own activitiescoordinate its own activities– resolve its own internal conflictsresolve its own internal conflicts
Participation.Participation. The degree to which all The degree to which all members of the team are encouraged and members of the team are encouraged and allowed to participate in decisionsallowed to participate in decisions
How do teams provide an opportunity to improve How do teams provide an opportunity to improve motivation? motivation? Hint: Use the Job Characteristics TheoryHint: Use the Job Characteristics Theory
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Alternative Work Alternative Work ArrangementsArrangements
Flexible work Flexible work arrangements arrangements include:include:– Job sharingJob sharing– FlextimeFlextime– TelecommutingTelecommuting– Virtual teamsVirtual teams
Flexible work Flexible work arrangements arrangements include:include:– Job sharingJob sharing– FlextimeFlextime– TelecommutingTelecommuting– Virtual teamsVirtual teams
Benefits to Benefits to companies of flexible companies of flexible work programs:work programs:– Higher recruitment and Higher recruitment and
retention ratesretention rates– Improved moraleImproved morale– Lower absenteeism and Lower absenteeism and
tardinesstardiness– Higher levels of Higher levels of
employee productivityemployee productivity
Benefits to Benefits to companies of flexible companies of flexible work programs:work programs:– Higher recruitment and Higher recruitment and
retention ratesretention rates– Improved moraleImproved morale– Lower absenteeism and Lower absenteeism and
tardinesstardiness– Higher levels of Higher levels of
employee productivityemployee productivity2727
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REFERENCES:
Parker, S., & Wall, T. (1998). Job and Work Design, Organizing Work to Promote Well-Being and Effectiveness. Thousand Oaks, California, Sage Publications. (Paperback text available in POLY/CUNY bookstore)
Campion, M.A. & Medsker, G. J. (1992). Job Design. In G. Salvendy (Ed.), Handbook of
Industrial Engineering (2nd. Ed.). New York: Wiley, (1992). Aronoff, S., & Kaplan, A., (1995) Workplace Diagnostics. In Total Workplace
Performance: Rethinking the Office Environment (pp. 307-356).Ottawa, Canada, WDL Publications.
Cascio, W.F. (2000). Managing a virtual workplace. Academy of Management
Executive, 14 (3), 81-90. Selected Chapters from: Becker, F. & Steel, F. (1995) Workplace by Design. California: Jossey-Bass. Making space for teamwork (Chapter 5); Creating a healthy
environment (Chapter 6); and, Supporting remote work (Chapter 7). Mathieu, J., Maynard, M.T., Rapp, T., & Gilson, L. (2008). Team Effectiveness 1997-
2007: A Review of Recent Advancements and a Glimpse Into the Future . Journal of Management, 34: 410-476.
Parker, S. K., & Ohly, S. (2008). Designing motivating work. In Kanfer, R., Chen, G., &
Pritchard, R. Work motivation: Past, present and future. A SIOP Frontier Series volume. Lawrence Erlbaum.
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