Group Members:

BARANI INSTITUTE OF INFORMATION AND TECHNOLOGY

Psychology Presentation

Group Members:Muhammad AsifAdil WaheedTajamul ShehzadAtif mehmood

INSTRUCTOR:Mr. Muhammad Ehsan

Job Design, Employee participation and Alternative Work Arrangements

Job Design

Job design refers to the way that tasks are combined to form complete jobs. It is the planning and specification of job tasks and the work arrangements through which they are to be accomplished (Schermerhorn et.al.). Approaches to Job DesignThere are three important approaches to job design.Engineering approachHuman approachThe Job characteristics approach.

Techniques for Designing Jobs

Job Simplification Job simplification is a design method whereby jobs are divided into smaller components and subsequently assigned to workers as whole jobs. Enlargement Job enlargement expands the job horizontally. It increases job scope; Job Rotation Job rotation refers to the movement of an employee from one job to another.

Job EnrichmentJob enrichment has four unique aspects (Hellriegel, et al). It changes the basic relationship between employees and their work. It changes employee behaviors' in way that gradually lead to more positive attitudes about the organization and a better self-image.It helps the employer to bring about organizational changes easily, securing employee cooperation and commitment. Job enrichment can humanize an organization.

EvaluationJob enrichment has not always been on the credit side of the ledger. The success stories are somewhat incomplete and are based on poorly designed research surveys. Job enrichment is not a social cure for workers discontent. Moreover, it may not be possible to give priority to social efficiency over considerations of purely economic efficiency in long-term. Many workers do not feel alienated from their jobs and do not desire more responsibility or involvement at their workplace.

Motivation through Participative Schemes

Forms of ParticipationThe term workers participation in management, is generally interpreted in four different ways in India. (Mhetras; Virmani; Sheth) It is a way of sharing information with workers. It is a joint consultation prior to decision-making. Mere sharing of information and influencing decisions through discussions will not enhance the status of workers. In the final analysis, workers participation may involve workers in all strategic, policy and operational issues, treating them as active members.

Motivation through Empowerment

Empowering EmployeesJW Marriott believes in giving people a chance. Says Webb: Boundaries are not black and white; they are grey. When we move people around the business we invest in their future. It gives them a sense of belonging and confidence in their own abilities, after they start working as early as six months to a year, employees can request to be moved to another department.

Conditions Necessary for EmpowermentParticipation: Workers must be encouraged to take the initiative. To this end, the bureaucratic hurdles that come in the way must be removed. Innovation: Management must encourage employees to try out new ideas and make decisions that help in finding new and improved ways of doing things. Information: Employees must have free access to information and resources that they need to nurture their talentsAccountability: Empowered employees should be held accountable for results.

Alternative Approaches to ParticipationQuality CirclesA quality circle is a small group of employees who meet periodically to identify, analyze and solve quality and other work related problems in their area. The main features of a quality circle are as follows: (Day; Udapa; Bernardin) Voluntary group Manageable size Regular meetings Own agenda Exclusive focus on quality

ObjectivesThe important objectives of quality circles are: To improve quality of service/product. To meet the psychological needs of workers (self-expression, participation, recognition, etc.). To utilise human talents, skills and knowledge relating to a work area. To improve the quality of working life. To promote better understanding and thereby create cordial industrial relations.

Quality of Working Life (QWL)QWL seeks to change the climate at work so that the human-technological-organizational interface leads to a better quality of work life. The programme seeks to promote human dignity and growth. Employees work collaboratively. They determine work changes anticipatively. The programmers assume compatibility of people and organizational goals.

Major Issues in QWL The major factors that affect the quality of work life may be stated thus: Pay Benefits Job security Alternative work schedules Occupational stress Worker participation Social integration Work and total life spaceObstacles to QWL ProgrammeIt is not easy to implement QWL programs. Many hurdles do crop up from time to time. These are: Managerial attitudes Unions attitudes Cost considerations

Improving the QWL Employment conditions (safety, health, physical environment) Equitable rewards (pay, incentives, benefits, services) Job security Enhancing the Self-esteem of people Participative climate and team spirit Training to employees, managers, and supervisors so that they share the vision, values and culture of the organization Autonomy to draw resources and deliver results Recognition for work done, followed by rewards so as to encourage commitment and belongingness Congenial worker-supervisor relations; offering proper feedback on results achieved Job redesign and job enrichment Open and transparent management style An atmosphere of trust and open communication

Work Scheduling and MotivationAnother aspect of job design which has received great attention in the recent past is the scheduling of work hours. A manager should recognize at least five alternatives to the traditional 8-hour per day/ 5 days per week work schedule, the compressed work week, flexible working hours, job sharing and part-time work Compressed work-week Flexible working hours (Flextime) Job sharing Telecommuting Part-time work

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