Possible Sources of Dissatisfaction with Assembly Line Jobs

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

Job DesignJob DesignJob DesignJob Design Specifying the tasks that make Specifying the tasks that make

up a job for an individual or up a job for an individual or groupgroup

Involves determiningInvolves determining WhatWhat is to be done (i.e., behaviors) is to be done (i.e., behaviors) HowHow it is to be done (i.e., tools etc.) it is to be done (i.e., tools etc.) WhyWhy it is to be done (i.e., purpose) it is to be done (i.e., purpose)

General Approaches to Job DesignGeneral Approaches to Job DesignGeneral Approaches to Job DesignGeneral Approaches to Job Design BiologicalBiological

Make work safe, comfortableMake work safe, comfortable Perceptual/MotorPerceptual/Motor

Design equipment, layout, etc. to fit Design equipment, layout, etc. to fit humanshumans

MechanisticMechanistic Job Specialization/SimplificationJob Specialization/Simplification

MotivationalMotivational (Intrinsic Motives) (Intrinsic Motives) Make work more satisfying through Make work more satisfying through

ExpansionExpansion e.g., Rotatione.g., Rotation

Specific ApproachesSpecific ApproachesSpecific ApproachesSpecific Approaches The approaches described in the The approaches described in the

text differ in the degree of text differ in the degree of emphasis upon the technical vs. emphasis upon the technical vs. the psychological/social the psychological/social (human) aspects of work.(human) aspects of work.

Examples of several countries Examples of several countries provided.provided.

The Social Information Processing The Social Information Processing ModelModelThe Social Information Processing The Social Information Processing ModelModel Goes beyond traditional Goes beyond traditional

approaches to include subjective approaches to include subjective factors which may affect workers’ factors which may affect workers’ perceptions of and responses to perceptions of and responses to the design of their jobs.the design of their jobs. Effects of information from other peopleEffects of information from other people

Helps explain differences in Helps explain differences in Task Task Significance Significance for different people for different people doing similar work.doing similar work.

Faster learningFaster learning Higher level of skillHigher level of skill Pay only for needed skillsPay only for needed skills Less lost time changing Less lost time changing

jobs or toolsjobs or tools

Job Specialization Often Job Specialization Often Reduces CostsReduces CostsJob Specialization Often Job Specialization Often Reduces CostsReduces Costs

Job Expansion (Motivational Job Expansion (Motivational Approach)Approach)Job Expansion (Motivational Job Expansion (Motivational Approach)Approach) Process of adding more variety to jobsProcess of adding more variety to jobs Intended to reduce boredom Intended to reduce boredom

associated with labor specializationassociated with labor specialization MethodsMethods

Job RotationJob Rotation Job EnlargementJob Enlargement Job EnrichmentJob Enrichment Employee EmpowermentEmployee Empowerment

Enrichment that includes Decision MakingEnrichment that includes Decision Making

Job RotationJob RotationJob RotationJob Rotation

GeriatricsGeriatrics

PediatricsPediatricsMaternityMaternity

Job Enlargement vs. EnrichmentJob Enlargement vs. EnrichmentJob Enlargement vs. EnrichmentJob 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 jobEnriched job

Enlarged Enlarged jobjob

WorkWorkmotivationmotivation

GrowthGrowthsatisfactionsatisfaction

GeneralGeneralsatisfactionsatisfaction

WorkWorkeffectivenesseffectiveness

Job Characteristics ModelJob Characteristics ModelJob Characteristics ModelJob Characteristics Model

FeedbackFeedbackfrom jobfrom job

KnowledgeKnowledgeof resultsof results

Skill varietySkill variety

Task identityTask identity

Task significanceTask significanceMeaningfulnessMeaningfulness

AutonomyAutonomy ResponsibilityResponsibility

IndividualIndividualdifferencesdifferences

CriticalCriticalPsychologicalPsychological

StatesStatesCore JobCore Job

CharacteristicsCharacteristics OutcomesOutcomes

Job Diagnostic Survey ResultsJob Diagnostic Survey ResultsJob Diagnostic Survey ResultsJob Diagnostic Survey Results

This Class Nat’l Ave. This Class Nat’l Ave.

Skill Var.Skill Var. 4.96 4.96 4.504.50

Task Ident.Task Ident. 5.34 5.34 5.005.00

Task Signif.Task Signif. 4.74 4.74 5.505.50

AutonomyAutonomy 5.43 5.43 4.754.75

FeedbackFeedback 5.14 5.14 5.005.00

MPSMPS 145.26 145.26 120.00 120.00

(Previous MBA classes: 125-130, Undergrad (Previous MBA classes: 125-130, Undergrad classes: 105-110)classes: 105-110)

Ways to Redesign Jobs to Increase MPSWays to Redesign Jobs to Increase MPSWays to Redesign Jobs to Increase MPSWays to Redesign Jobs to Increase MPS

Combine tasks so that aworker is responsible for

doing a piece of work fromstart to finish.

Skill varietyTask identity

Task significance

A production worker is responsible for assembling a whole bicycle, not just attaching

the handlebars.

Group tasks into natural workunits so that workers are

responsible for an entire setof important activities rather

than just a part of them.

Task identityTask significance

A computer programmer handles allprogramming requests from one division

instead of one type of request from severaldifferent divisions.

Allow workers to interact withcustomers or clients, and make

workers responsible formanaging these relationships

and satisfying customers.

Skill varietyAutonomyFeedback

A truck driver who delivers photocopiers notonly sets them up but also trains customers in

how to use them, handles customer billing, andresponds to customer complaints.

Vertically load jobs so thatworkers have more control

over their work activities andhigher levels of responsibility.

Autonomy A corporate marketing analyst not only preparesmarketing plans and reports but also decides when

to update and revise them, checks them for errors, and presents them to upper management.

Open feedback channelsso that workers know how

they are performing theirjobs.

Feedback In addition to knowing how many claims he handlesper month, an insurance adjuster receives his clients’

responses to follow-up questionnaires that hiscompany uses to measure client satisfaction.

Change Made Job Dimension Example

Obstacles to Job EnrichmentObstacles to Job EnrichmentObstacles to Job EnrichmentObstacles to Job Enrichment Costly layout and equipment changes may be Costly layout and equipment changes may be

neededneeded Training is typically neededTraining is typically needed Short-term performance declines are normalShort-term performance declines are normal Some people have low “Growth Need Strength”Some people have low “Growth Need Strength” Employees may expect (and deserve) higher Employees may expect (and deserve) higher paypay

Comparing Techniques is DifficultComparing Techniques is DifficultComparing Techniques is DifficultComparing Techniques is Difficult

MBO, Job Design, OB Mod all can MBO, Job Design, OB Mod all can increase:increase: Clarity of GoalsClarity of Goals FeedbackFeedback RewardsRewards