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Work Design
13-3
Allowing for Work/Life Balance
13-5
Job Redesign
13-6
Job Design
Issues associated with job design and
Quality of Work Life
Economic
Political
Monetary
Social
Psychological
Physical
13-7
Designing Jobs to Enhance QWL
Quality of work life is a philosophy
of management that
Enhances the dignity of all workers
Changes an organization’s culture
Improves the physical and emotional
well-being of employees
It is based on
Human relations movement of the 1950s
Job enrichment efforts of the 60s and 70s
13-8
Designing Jobs to Enhance QWL
Indicators of quality of work life include
Accident rates
Sick leave usage
Employee turnover
Number of grievances filed
13-9
Designing Jobs to Enhance QWL
Not yet known are trade-offs between
Gains in human terms
Improved production, quality, and
efficiency through revitalization
Conflicting beliefs
Delay QWL efforts in order to make the
U.S. economy more competitive
Competition presents opportunities to
combine QWL with reindustrialization
13-10
Job Design
Attempts to…
Identify the most important needs of
employees and the organization
Remove obstacles in the workplace that
frustrate those needs
13-11
Work/Family Balance & Job Design
Organizations are:
Directing more attention and resources
toward helping employees balance work
and family demands
Accommodating diverse employee needs
by offering flexible work arrangements
13-12
Work/Family Balance & Job Design
Benefits to companies that offer flexible
work programs
Higher recruitment and retention rates
Improved morale
Lower absenteeism and tardiness
Higher levels of employee productivity
13-13
Work/Family Balance & Job Design
Driving this work/life tension
More women and single parents in
workforce
Increase in dual-career couples
Aging population
13-14
Important Concepts of Job Design
Perceived Job
Task factors Job analysis Job design performance
job content
Human Individual
Factors differences
13-15
Job Performance Outcomes
Objective outcomes can be measured
in quantitative terms
Quantity
Quality
Absenteeism
Tardiness
Turnover
13-16
Job Performance Outcomes
Personal behavior outcomes are the
ways one reacts to the work itself
Attending work regularly or being absent
Staying with the job or quitting
Physiological and/or health-related
problems
Physical or mental impairment
Accidents or occupation-related disease
13-17
Job Performance Outcomes
Intrinsic outcomes
The objects or events that follow from the
workers’ own effort
Extrinsic outcomes
The objects or events that follow the
workers’ efforts in conjunction with other
factors or persons not directly involved in
the job
Job satisfaction depends on
Levels of intrinsic and extrinsic outcomes
How the job-holder views those outcomes
13-18
Job Analysis
The purpose of job analysis
To provide an objective description of
the job itself
13-19
Job Analysis: Job Content
Job Content refers to the activities required
of the job
Functional job analysis (FJA) describes job
content in terms of...
1. What the worker does in relation to data,
people, and jobs
2. What methods and techniques the worker uses
3. What machines, tools, and equipment the
worker uses
4. What materials, products, subject matter, or
services the worker produces
13-20
Job Analysis: Job Requirements
Job requirements
The education, experience, licenses,
and other personal characteristics an
individual needs to perform the job
Position analysis questionnaire (PAQ)
Takes into account human characteristics,
as well as task and technological factors,
of jobs and job classes
13-21
Job Analysis: Job Requirements
The PAQ identifies and analyzes these
job aspects
Information sources critical to job
performance
Information processing
Decision making
Physical activity and dexterity
Interpersonal relationships
Reactions to working conditions
13-22
Job Analysis: Job Context
Job context
Describes the environment within which
the job is to be performed
It refers to such factors as
Physical demands and working conditions
of the job
Degree of accountability and responsibility
Extent of supervision required or
exercised
Consequences of error
13-23
Job Analysis: Different Settings
Jobs in the Factory
Analyzed using Scientific management
F. W. Taylor’s principles
Replace rule-of-thumb with scientific
methods
Scientifically select, train, and develop
workmen
Heartily cooperative with the workers
Divide work equally between management
and workmen
13-24
Job Analysis: Different Settings
Jobs in the Office
Fastest growing segment is secretarial,
clerical, and information workers
Due to technological breakthroughs
Human factors must be given special
attention
Tendency to overemphasize technological
aspects
13-25
The Results of Job Analysis
Job designs specify three
characteristics of jobs
Range
Depth
Relationships
13-26
The Results of Job Analysis
Job range
The number of tasks a person is expected
to perform
The more tasks required, the greater the
job range
Job depth
Degree of influence or discretion that an
individual has to choose job activities and
job outcomes
13-27
Job Depth and Range
mechanics
13-28
The Results of Job Analysis
Job Relationships
Determined by managers’ decisions
regarding departmentalization bases
and spans of control
The wider the span of control, the larger
the group
The larger the group, the harder it is to
establish friendship and interest
relationships
13-29
Departmentalization
The basis for departmentalization
impacts job relationships
Functional basis places jobs with similar
depth and range in the same groups
Product, territory, and customer bases
place jobs with dissimilar depth and
range in the same group
13-30
Perceived Job Content
Specific job activities and general job
characteristics, as perceived by individuals
performing the job
Two people doing the same job may have
the same or different perceptions of job
content
To increase job performance by changing
perceived job content, change…
Job design
Individual perceptions
Social settings
13-31
Perceived Job Content
Variety
Autonomy
Task Identity
Feedback
Friendship Opportunities
13-32
Individual Differences
Perception of task variety is affected by
individual differences in need strength
Employees with weak higher order needs are less
concerned with performing a variety of tasks than
are employees with strong growth needs
Even individuals with strong growth needs cannot
respond continuously to the opportunity to
perform more and more tasks
Performance will turn down as individuals reach
the limits imposed by their abilities and time
13-33
Social Setting Differences
Social settings affect perceptions of
job content
Leadership style
What others say about the job
13-34
Job Rotation and Enlargement
Job Rotation
Moving managers/non-managers from one
job to another
The individual completes more job
activities because each job includes
different tasks
Involves increasing the range of jobs and
the perception of variety in job content
13-35
Job Rotation and Enlargement
Job Enlargement
Increases the number of tasks for which
an individual is responsible
Increases job range, but not depth
13-36
Job Enrichment
Job enrichment
Increasing the discretion individuals can
use to select activities and outcomes
Increases job depth and fulfills growth
and autonomy needs
13-37
Job Enrichment
Provide employees with greater
opportunities to exercise discretion
through…
Direct feedback
New learning
Scheduling
Uniqueness
Control over resources
Personal accountability
13-38
Job Characteristics Model
Employee’s Growth
Need Strength
13-39
Increasing Core Dimensions of Jobs
To increase core dimensions
Combine task elements
Assign whole pieces of work
Allow discretion in selection of work
methods
Permit self-paced control
Open feedback channels
13-40
Job Design Problems
Potential job design problems
Time-consuming and costly
Unless lower-level needs are satisfied,
people will not respond to opportunities to
satisfy upper-level needs
Job redesign may raise employees’
expectations beyond what is possible
Change may be resisted by labor unions
May not produce tangible improvements
for some time after the effort begins
13-41
Teams and Job Design
The use of work teams has become
common in organizations
Work teams don’t always achieve high
levels of productivity, cooperation, success
13-42
Teams and Job Design
Key team characteristics to address
Self-management
Participation
Task variety
Task significance
Task identity
13-43
TQM and Job Design
13-45