Jd Stress Pertemuan 4

8/11/2019 Jd Stress Pertemuan 4

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Job Design andStress Management

Perilaku Organisasi


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© 2005 Prentice Hall Inc. All rights reserved.

Objective of HR Strategy

To manage labor and design jobs so peopleare effectively and efficiently utilized

Use people efficientlywithin constraints

Provide reasonablequality of work life

© 1995 Corel Corp.


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Stress A dynamic condition in which an individual isconfronted with an opportunity, constraint, ordemand related to what he or she desires and forwhich the outcome is perceived to be both uncertainand important.

Work Stress and Its Management


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Work Stress and Its Management

ConstraintsForces that prevent individualsfrom doing what they desire.

Demands

The loss of somethingdesired.


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Potential Sources of Stress

Environmental Factors – Economic uncertainties of the business cycle

– Political uncertainties of political systems

– Technological uncertainties of technical innovations

– Terrorism in threats to physical safety and security


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Potential Sources of Stress

Organizational Factors – Task demands related to the job

– Role demands of functioning in an organization

– Interpersonal demands created by other employees

– Organizational structure (rules and regulations)

– Organizational leadership (managerial style)

– Organization’s life stage (growth, stability, or decline)


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Potential Sources of Stress (cont’d)

Individual Factors – Family and personal relationships – Economic problems from exceeding earning capacity – Personality problems arising for basic disposition

Individual Differences – Perceptual variations of how reality will affect the

individual’s future. – Greater job experience moderates stress effects.

– Social support buffers job stress. – Internal locus of control lowers perceived job stress. – Strong feelings of self-efficacy reduce reactions to job

stress.


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Consequences of Stress

High Levelsof Stress

PhysiologicalSymptoms

BehavioralSymptoms

PsychologicalSymptoms


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A Model of Stress


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Inverted-U Relationship between Stress and JobPerformance


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Managing Stress

Individual Approaches – Implementing time management – Increasing physical exercise – Relaxation training

– Expanding social support network


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Managing Stress

Organizational Approaches – Improved personnel selection and job placement – Training – Use of realistic goal setting

– Redesigning of jobs – Increased employee involvement – Improved organizational communication – Offering employee sabbaticals

– Establishment of corporate wellness programs


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Job Design

The process of linking specific tasks to specific jobs anddeciding what techniques, equipment, and proceduresshould be used to perform those tasks.

• Job specialization• Job expansion• Psychological components• Self-directed teams• Motivation and incentive systems• Ergonomics and work methods


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Job Specialization

• Involves• Breaking jobs into small component parts• Assigning specialists to do each part

• Greater dexterity & faster learning• Less lost time changing jobs or tools• Use more specialized tools

• Pay only for needed skills


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Job Expansion

• Process of adding more variety to jobs• Intended to reduce boredom associated with

labor specialization

• Methods• Job enlargement• Job enrichment• Job rotation

• Employee empowerment


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Job Expansion

Job enlargement,Increasing the number of tasks a worker performs but keeping allof the tasks at the same level of difficulty and responsibility; alsocalled horizontal job loading.

Job enrichment,Increasing a worker’s responsibility and control over his or her work; also called vertical jab loading.

Ways of enriching jobs:• Allow workers to plan their own work schedules• Allow workers to decide how the work should be performed• Allow workers to check their own work• Allow workers to learn new skills


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Job Expansion


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Job Expansion

Geriatrics

PediatricsMaternity

Job Rotation


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Job Expansion

Control

Decision-Making

Planning

Employee empowerment


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Psychological Component

• Individuals have values, attitudes, and emotions thataffect job resultsExample: Work is a social experience that affects belongingneeds

• Effective worker behavior comes mostly from withinthe individualScientific management argued for external financial rewards

• First examined in ‘Hawthorne studies’


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Hawthorne studies (psychological component)

• Conducted in late 1920’s • Western Electric Hawthorne plant• Showed importance of the individual in the

workplace• Showed the presence of a social system in the

workplace

Conclusions;Increased productivity was due to workers’ receiving attention,and social pressure caused workers to produce at group-normlevel.


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Self-Directed Teams

Group of empowered individuals workingtogether for a common goalMay be organized for short-term orlong-term objectivesReasons for effectiveness– Provide employee empowerment– Provide core job characteristics

– Meet psychological needs (e.g., belonging)


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Job Design Continuum

Increasing relianceon employees’contribution andincreasingacceptance ofresponsibility by

employee

Specialization

Enlargement

Enrichment

Empowerment

Self-directedTeams


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Motivation and Money

Taylor’s scientific management (1911) – Workers are motivated mainly by money– Suggested piece-rate system

Maslow’s theory (1943) – People are motivated by hierarchy of needs,which includes money

Herzberg (1959)

– Money either dissatisfies or is neutral in itseffect


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Monetary Incentives

Bonuses: Cash & stock optionsProfit sharing: Distribution of profitsGain sharing: Reward for companyperformance (e.g., cost reduction) Incentive systems– Measured daywork: Pay based on standard

time

– Piece rate: Pay based on pieces done


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Ergonomics

Study of workAlso called ‘human factors’ Involves human-machine interface

Examples– Mouse– Keyboard

Jd Stress Pertemuan 4

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