desain kerja chapter 23 mata kuliah: j0754 - pengelolaan organisasi entrepreneurial dosen pembuat:...
TRANSCRIPT
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Desain Kerja
Chapter 23
Mata kuliah : J0754 - Pengelolaan Organisasi EntrepreneurialDosen Pembuat : D3122 - Rudy AryantoTahun : 2009
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Learning Objectives– Define job design– Discuss how job design can help improve work-family
balance– Describe alternative job design approaches that
organizations use to improve job performance– Discuss the various factors and relationships
that link job design and job performance– Compare job enrichment and job enlargement design
strategies– Identify specific individual differences that account for
different perceptions of job content
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Allowing for Work/Life Balance
• U.S. companies are experimenting with work design and benefits – Encouraging employees to balance
their work and personal lives
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Job Design• Jobs are the building blocks of all organization
structures
• Job design– The process by which managers
decide individual jobs and authority– A major cause of effective job performance
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Job Redesign
• The process by which managers reconsider– What employees are
expected to do– How they are expected
to do it
• This is a dynamic, ongoing process
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Job Design• Issues associated with job design and Quality of
Work Life– Economic– Political– Monetary– Social– Psychological– Physical
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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
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Designing Jobs to Enhance QWL• Indicators of quality of work life include
– Accident rates– Sick leave usage– Employee turnover– Number of grievances filed
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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
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Job Design
• Attempts to…– Identify the most important needs of employees and
the organization– Remove obstacles in the workplace that frustrate
those needs
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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
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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
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Work/Family Balance & Job Design• Driving this work/life tension
– More women and single parents in workforce– Increase in dual-career couples– Aging population
• Flexible work arrangements– Job sharing– Flextime– Telecommuting
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Important Concepts of Job Design
Technological Factors
Social setting differences
Task factors Job analysis Job designJob performance
Perceived job content
Human Factors
Individual differences
Conceptual Model of Job Design and Job Performance
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Job Performance Outcomes• Objective outcomes can be measured in
quantitative terms– Quantity– Quality– Absenteeism– Tardiness– Turnover
• For each job, implicit or explicit standards exist
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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
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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
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Job Analysis• The purpose of job analysis
– To provide an objective description of the job itself
• Job analysis gathers and identifies information about job…– Content– Requirements– Context
Functional Job Analysis has produced the most extensive list of occupational titles available today
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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
jobs2.What methods and techniques the worker uses3.What machines, tools, and equipment the worker uses4.What materials, products, subject matter, or services the
worker produces
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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
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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
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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
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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
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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
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The Results of Job Analysis
• Job designs specify three characteristics of jobs– Range– Depth– Relationships
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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
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Job Depth and Range
High
Low
Low HighJob Range
Job
dep
th
• College professors• Hospital anesthesiologists• Business packaging machine mechanics
• College instructors• Hospital bookkeepers• Business assembly-line workers
• College presidents• Hospital chiefs of surgery• Business research scientists
• College dept. chairpersons• Hospital nurses• Business maintenance repair workers
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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
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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
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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
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Perceived Job ContentVariety
Autonomy
Task Identity
Feedback
Dealing with Others
Friendship Opportunities
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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
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Social Setting Differences• Social settings affect perceptions of
job content– Leadership style– What others say about the job
• Perception about job content results from the interaction of many factors in the work situation
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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
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Job Rotation and Enlargement
• Job Enlargement– Increases the number of tasks for which an
individual is responsible– Increases job range, but not depth
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Job Enrichment• Job enrichment
– Increasing the discretion individuals can use to select activities and outcomes
– Increases job depth and fulfills growth and autonomy needs
• Herzberg’s two-factor theory of motivation– The impetus for designing job depth
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Job Enrichment• Provide employees with greater opportunities to
exercise discretion through…– Direct feedback– New learning– Scheduling– Uniqueness– Control over resources– Personal accountability
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Job Characteristics Model
Skill VarietyTask IdentityTask Significance
Skill VarietyTask IdentityTask Significance
AutonomyAutonomy
FeedbackFeedback
ExperiencedMeaningfulnessof Work
ExperiencedResponsibility forOutcomes of Work
Knowledge ofActual Results ofWork Activities
•High internal work motivation•High-quality work performance•High satisfactionwith work•Low absenteeismand turnover
•High internal work motivation•High-quality work performance•High satisfactionwith work•Low absenteeismand turnover
Job Characteristics
Personal & WorkOutcomes
Employee’s GrowthNeed StrengthEmployee’s GrowthNeed Strength
CriticalPsychological States
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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
• These actions increase task variety, identity, and significance
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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
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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
• Researchers claim that good work team job design can lead to…– Higher levels of team productivity– Employee satisfaction– Effectiveness
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Teams and Job Design• Key team characteristics to address
– Self-management– Participation– Task variety– Task significance– Task identity
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TQM and Job Design
• Total quality management combines technical and human knowledge– Jobs designed with TQM in mind empower
individuals to make important decisions about product and service quality
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Sociotechnical Theory• Focuses on interactions between
– Technical demands of the job– Social demands of the job holder
• Compatible with TQM theory– Relates to demands of modern technology and self-
motivated job behavior– In today’s global environment, sociotechnical system
design has been incorporated in the TQM approach