Chapter 16 Work Design

Learning Objectives 1. 2. 3. To explore work design as a central component of many EI interventions To approach work design from three different perspectives: engineering, motivational, and socio-technical To understand how different approaches align with different technical and interpersonal conditions

Chapter Outline and Lecture Notes Note: Work design is often an integral part of EI interventions. Students should be encouraged to see both the similarities between EI and work design (both effect the technical and the structural components of organization design) and the differences (individual/group level versus organizational level). The three approaches described here should be understood for their underlying assumptions, the outcomes likely to result from using each approach, and the conditions under which each is likely to be most successful. 1. The Engineering Approach Note: The engineering approach is the oldest and most prevalent approach to designing work. It produces two kinds of work design: traditional jobs and traditional work design. It remains an important work design intervention because its immediate cost savings and efficiency can easily be measured, selection costs are low, and training costs are minimized. 2. The Motivational Approach Note: The motivational approach, based mostly on Hackman and Oldhams work, is the classic job enrichment model. While some students may have been exposed to it in prior organization behavior courses, the focus here should be on the process of implementing job redesign. A. The Core Dimensions of Jobs 1. Skill Variety, Task Identity, and Task Significance 2. Autonomy 3. Feedback from the Work Itself Individual Differences Application Stages 1. Thorough diagnosis 2. Forming natural work units 3. Combining tasks 4. Establishing client relationships 5. Vertical loading 6. Opening feedback channels

B. C.

D. E.

Barriers to Job Enrichment Results of Job Enrichment

Application 16.1 presents an example of job enrichment in a large data-entry operation where workers were not directly involved in the redesign process and where supervisors developed and implemented the changes. Although the results were extremely positive, research suggests that employee participation in the change program might have produced even more beneficial outcomes 3. The Sociotechnical Systems Approach

Note: Sociotechnical Systems (STS) theory underlies many current EI and work design approaches. For example, TQM approaches, trumpeted by many as a revolutionary approach to organizational improvement look remarkably similar to many STS guidelines (e.g., variance control). Students should have a thorough grasp of STS theory and guidelines. A. Conceptual Background 1. Sociotechnical system 2. Environmental relationship Self-managed Work Teams 1. Team Task Design 2. Team Process Interventions 3. Organization Support Systems

B.

Video Option: The third clip on the Southwestern College Publishing video for Organization Development and Change describes the challenges in implementing a selfdirected work team at Next Door Food Store. After viewing the clip, have the students analyze the work performed by this team using the 2 X 2 tables in the text. What is the level of task interdependency and task uncertainty? What is the apparent level of social and achievement needs in this case? Is self-directed teams the appropriate job design in this situation? C. D. Application Stages Results of Self-Managed Teams

Application 16.2 describes how one of ASEA Brown Boveris plants implemented selfmanaged teams. It clearly demonstrates the importance of aligning the systems to support self-management as well as the process of gradually increasing the teams autonomy and responsibility. 4. Designing Work for Technical and Personal Needs A. B. C. 5. Technical Factors Personal Need Factors Meeting Both Technical and Personal Needs

Summary

Three different approaches to work design are examined: the engineering approach, the motivational approach, and the sociotechnical systems approach. Each approach is described

within a contingency framework to determine which is most likely to result in high productivity and worker satisfaction. The engineering approach produces traditional jobs and traditional work groups. Traditional jobs are highly simplified and involve routine and repetitive forms of work, rather than coordination among people to produce a product or service. The motivational approach produces enriched jobs involving high levels of skill variety, task identity, task significance, autonomy, and feedback from the work itself. Enriched jobs achieve good results when the technology is uncertain but does not require high levels of coordination and when employees have high growth needs and low social needs. Finally, the sociotechnical systems approach is associated with self-managed teams. These groups are composed of members performing interrelated tasks. Members are given the multiple skills, autonomy, and information necessary to control their own task behaviors with relatively little external control.