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Chapter 14 Jobs & the Design of Work Nelson & Quick

Chapter 14 Jobs & the Design of Work Nelson & Quick

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Page 1: Chapter 14 Jobs & the Design of Work Nelson & Quick

Chapter 14Jobs & the Design of Work

Nelson & Quick

Page 2: Chapter 14 Jobs & the Design of Work Nelson & Quick

Job Compared to Work

Job - a set of specified work and task activities that engage an individual in an organization

Work - mental or physical activity that has productive results

Meaning of Work - the way a person interprets and understands the value of work as part of life f life

Page 3: Chapter 14 Jobs & the Design of Work Nelson & Quick

A - value comes from performance. Accountabilityis important

B - provides personal

affect & identity

C - profit accrues to others by work performance

D - physical activity directed by others and performed in a workplace

E - generally unpleasant physically & mentally

strenuous activity

F - activity constrainedto specific time periods; no positive affect through its performance

SixPatterns of Work

Page 4: Chapter 14 Jobs & the Design of Work Nelson & Quick

TraditionalApproaches to Job Design

ScientificManagement

JobCharacteristics

Jobenlargement/Job rotation

JobEnrichment

Page 5: Chapter 14 Jobs & the Design of Work Nelson & Quick

Emphasizes work simplification (standardization and the narrow, explicit specification of task activities for workers)

Scientific Management

+ Allows diverse groupsto work together+ leads to production efficiency and higher profits

- Undervalues the humancapacity for thought andingenuity

Page 6: Chapter 14 Jobs & the Design of Work Nelson & Quick

Job enlargement - a method of job design that increases the number of activities in a job to overcome the boredom of overspecialized work

Job rotation - a variation of job enlargement in which workers are exposed to a variety of specialized jobs over time

Cross-training - a variation of job enlargement in which workers

are trained in different specialized tasks or activities Job

enlargementJob rotation

Page 7: Chapter 14 Jobs & the Design of Work Nelson & Quick

Job enrichment - designing or redesigning jobs by incorporating motivational factors into them

Emphasis is on recognition,

responsibility, and advancement opportunity

JobEnrichment

Page 8: Chapter 14 Jobs & the Design of Work Nelson & Quick

Job Characteristics Model - a framework for understanding of core job dimensions with critical

psychological states within a person Job Diagnostic Survey (JDS) - the

survey instrument designed to measure the elements in the job Characteristics Model

JobCharacteristics

Page 9: Chapter 14 Jobs & the Design of Work Nelson & Quick

Five Core Job Characteristics

Motivating Potential Score

MPS =

Skill variety

Task identity

Task significance

x [Autonomy] x [Feedback]3

+ +

Page 10: Chapter 14 Jobs & the Design of Work Nelson & Quick

Job Characteristics Model

Criticalpsychological

states

Core jobdimensions

Personal andwork outcomes

Experienced work’smeaningfulnessExperienced responsibilityfor work’s outcomes Knowledge of workactivities’ results

Skill varietyTask identityTask significance

Autonomy

Feedback

High internalwork motivationHigh qualitywork performanceHigh satisfaction with the workLow absenteeismand turnover

Employeegrowth, need,

strength J.R. Hackman and G.R. Oldham, “The Relationship Among Core Job Dimensions, theCritical Psychological States, and On-the-Job Outcomes,” The Job Diagnostic Survey: AnInstrument for the Diagnosis of Jobs and the Evaluation of Job Redesign Projects, 1974.Reprinted by permission of Greg R. Oldham.

Page 11: Chapter 14 Jobs & the Design of Work Nelson & Quick

Social Information Processing (SIP) model

SIP Model - a model that suggests that the important job factors depend in part on what others tell a person about the job

Four premises1) people provide cues to understanding the work environment2) people help us judge our jobs

3) people tell us how they see our jobs4) people’s positive & negative feedback help us understand our feelings about our jobs

Page 12: Chapter 14 Jobs & the Design of Work Nelson & Quick

Interdisciplinary Approach

No one approach can solve all performance problems caused by poorly designed jobs

Mechanistic

Motivational

Biological

Perceptual/motor

Page 13: Chapter 14 Jobs & the Design of Work Nelson & Quick

Outcomes of Various Job Design Approaches

Decreased training timeHigher utilization levelsLower error likelihood Less mental overloadLower stress levels

MechanisticApproach

+

Lower job satisfaction Lower motivation

Higher absenteeism

Higher job satisfactionHigher motivation

Greater job involvementHigher job performance

Lower absenteeism

MotivationalApproach

Increased training timeLower personnel utilization

Greater chance of errorsGreater chance of mental

overload and stress

+

- -

Page 14: Chapter 14 Jobs & the Design of Work Nelson & Quick

Outcomes of Various Job Design ApproachesLess physical effort

Less physical fatigueFewer health complaints Fewer medical incidents

Lower absenteeismHigher job satisfaction

BiologicalApproach

+

Higher financial costs because of changes

in equipment orjob environment

High job satisfactionHigher motivation

Greater job involvementHigher job performance

Lower absenteeism

Lower job satisfaction Lower motivation

Perceptual MotorApproach

+

- -

Page 15: Chapter 14 Jobs & the Design of Work Nelson & Quick

International Perspectives on the Design of Work

The Japanese Approach– Emphasizes strategic level

– Encourages collective and cooperative working arrangements

– Emphasizes lean production

Page 16: Chapter 14 Jobs & the Design of Work Nelson & Quick

International Perspectives on the Design of Work

The German Approach– Technocentric - Placing

technology and engineering at the center of job design decisions (traditional German Approach)

– Anthropocentric - Placing human considerations at the center of job design decisions (more recent German approach)

Page 17: Chapter 14 Jobs & the Design of Work Nelson & Quick

International Perspectives on the Design of Work

The Scandinavian Approach– encourages high degrees of

worker control

– encourages good social support systems for workers

Page 18: Chapter 14 Jobs & the Design of Work Nelson & Quick

Problem areas &assignment to disciplines

Technical, anthropo-metric, & psychophysical problemsTechnical, physiological, & medical problemsEconomical & sociologicalproblemsSociopsychological &economic problems

Levels ofevaluationof human work

Practicability

Endurability

Acceptability

WorkerSatisfaction

Scientific approachesof labor sciences

Viewfromnaturalscience

Primarilyoriented

toindividuals

Primarilyoriented

togroups

Viewfromculturalstudies

H. Luczak, “’Good Work’ Design: An Ergonomic, Industrial Engineering Perspective,” in J.C. Quick,L.R. Murphy, and J. J. Hurrell, eds. Stress and Well-Being at Work (Washington, D.C.): AmericanPsychological Association. Repreinted by permission.

Page 19: Chapter 14 Jobs & the Design of Work Nelson & Quick

Work Design and Well-Being:To increase control in work organizations

• Give workers the opportunity to control aspects of work & workplace

• Design machines and tasks with optimal response times and/or ranges

• Implement performance-monitoring systems as source of worker feedback

Page 20: Chapter 14 Jobs & the Design of Work Nelson & Quick

Work Design and Well-Being:To reduce uncertainty

• Provide employees with timely and complete work information needed

• Make clear and unambiguous work assignments

• Improve communication at shift change time

• Increase employee access to information sources

Page 21: Chapter 14 Jobs & the Design of Work Nelson & Quick

Work Design and Well-Being:To manage conflict

• Use participative decision making to reduce conflict

• Use supportive supervisory styles to resolve conflict

• Provide sufficient resource availability to meet work demands, thus preventing conflict

Page 22: Chapter 14 Jobs & the Design of Work Nelson & Quick

Emerging Issues in Design of Work

Telecommuting - employees work at home or in other locations geographically separate from their company’s main location

Alternative work patterns– Job sharing - an alternative work pattern in which

there is more than one person occupying a single job

– Flextime - an alternative work pattern through which employees can set their own daily work schedules

Page 23: Chapter 14 Jobs & the Design of Work Nelson & Quick

Emerging Issues in Design of Work

• Technology at work– Virtual office - a mobile platform of computer,

telecommunication, and information technology and services

– Technostress - the stress cause by new and advancing technologies in the workplace

• Task revision - the modification of incorrectly specified roles or jobs

• Skill development

Page 24: Chapter 14 Jobs & the Design of Work Nelson & Quick

Counter-role behavior - deviant behavior in either a correctly or incorrectly defined job or role

RoleCharacteristics

Standard Role Behavior

Extra-roleBehavior

Counter-roleBehavior

Correctly Specified Role

Ordinary goodperformance

Excellent performance(organizational citizenship and prosocial behavior)

Poor performance(deviance, dissent, andgrievance)

Incorrectly Specified Role

Poor performance

Very Poor performance (bureaucratic zeal)

Excellent performance (task revision and redirection, role innovation)

Performance Consequences of Role Behaviors

Republished with permission of Academy of Management, PO Box 3020, Briar Cliff Manor, NY 10510-8020. “Task Revision: A Neglected Form of Work Performance,” (Table), R. M. Straw & R. D. Boettger, Academy of Management Journal, 1990, Vol. 33. Reproduced by permission of the publisher via Copyright Clearance Center, Inc.

Page 25: Chapter 14 Jobs & the Design of Work Nelson & Quick

The Manager’s Task: Fit the Jobs to the People Who Are Doing Them