hbo handout chapter 6 (job design, work, and motivation)

McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

6-1


6-2

ChapterChapter

Job Design, Work, and MotivationJob Design, Work, and Motivation

66


6-3

The jobs that people perform in The jobs that people perform in organizations are the building organizations are the building blocks of all organization blocks of all organization structures.structures.

A major cause of effective job A major cause of effective job performance is performance is job designjob design..


6-4

Job DesignJob Design

• Job design – process by which managers decide individual job tasks and authority

• Job redesign – process by which managers reconsider what employees are expected to do

• The well-being of organizations and people relates to how well management designs jobs


6-5

The issue of designing jobs has gone beyond the determination of the most efficient way to perform tasks


6-6Job Design and Quality of Work Life (QWL)(1 of 4)

Job Design and Quality of Work Life (QWL)(1 of 4)

• Quality of work life (QWL) – management philosophy that• Enhances the dignity of all workers• Introduces cultural change in an

organization• Improves the physical and emotional well-

being of employees




• Indicators of quality of work life include:

• Accident rates

• Sick leave usage

• Employee turnover

• Number of grievances filed




• The continuing challenge to management is to provide for QWL and to improve production, quality, and efficiency through revitalization of business and industry

• Job design attempts to:• identify the needs of employees and the

organization• remove obstacles in the workplace that frustrate

those needs




• Managers hope that the results are jobs that:• fulfill important individual needs• contribute to individual, group, and organizational

effectiveness


6-10Conceptual Model of Job Design and Job PerformanceConceptual Model of Job Design and Job Performance

Job contextJob contextSocial Social setting setting

differencesdifferences

Job contentJob content Job analysisJob analysis Job designJob designJob Job

performanceperformancePerceived job Perceived job

contentcontent

Job Job requirementsrequirements

Individual Individual differencesdifferences


6-11

ObjectiveOutcomes

PersonalBehaviorOutcomes

Intrinsic andExtrinsic

Outcomes

JobSatisfactionOutcomes

Job Performance OutcomesJob Performance Outcomes


6-12

Job Analysis (1 of 2)Job Analysis (1 of 2)

• The purpose of job analysis is to provide an objective description of the job itself

• The result of job analysis is a job description


6-13

Job Analysis (2 of 2)Job Analysis (2 of 2)

• Job analysis gathers and identifies information about three aspects of all jobs:

• Job content

• Job requirements

• Job context


6-14

Job ContentJob Content

• Refers to the activities required of the job• factors that define the general nature of a

job

• Can be described as• broad in scope, or• narrow in scope


6-15

Functional Job Analysis (FJA)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


6-16

Job Requirements (1 of 2)Job Requirements (1 of 2)

• Refer to education, experience, licenses, and other personal characteristics an individual needs to perform the job content

• Position analysis questionnaire (PAQ), takes into account human characteristics as well as task and technological factors of jobs and job classes


6-17

Job Requirements (2 of 2)Job Requirements (2 of 2)

The PAQ identifies and analyzes the following job aspects:

1. Information sources critical to job performance2. Information processing and decision making

critical to job performance3. Physical activity and dexterity required of the job4. Interpersonal relationships required of the job5. Reactions of individuals to working conditions


6-18

Job ContextJob Context

• Job context refers to factors such as the:• Physical demands and working conditions of the job• Degree of accountability and responsibility• Extent of supervision required or exercised• Consequences of error

• Job context describes the environment within which the job is to be performed


6-19Job Analysis in Different Settings

Job Analysis in Different Settings

Jobs in the Factory

• Specialization

• Motion and time

study

• Work simplification

• Standard methods

Jobs in the Factory

• Specialization

• Motion and time

study

• Work simplification

• Standard methods

Jobs in the New Economy

• Human factors• Technology• Knowledge workers• Team-based• Broadly stated job

descriptions

Jobs in the New Economy

• Human factors• Technology• Knowledge workers• Team-based• Broadly stated job

descriptions


6-20Job Designs: The Results of Job Analysis

Job Designs: The Results of Job Analysis

• Job range• Number of tasks a person is expected to perform

while doing a job• The more tasks required, the greater the job range

• Job depth• Degree of influence or discretion that an individual

possesses to choose how a job will be performed


6-21Job Depth and Range: Differences in Selected Jobs

Job Depth and Range: Differences in Selected Jobs

HighHigh

LowLow

LowLow HighHigh

Job rangeJob range

Job

dept

hJo

b de

pth

College professorsCollege professors

Hospital anesthesiologistsHospital anesthesiologists

Business packaging machine mechanicsBusiness packaging machine mechanics

College instructorsCollege instructors

Hospital bookkeepersHospital bookkeepers

Business assembly-line workersBusiness assembly-line workers

College presidentsCollege presidents

Hospital chiefs of surgeryHospital chiefs of surgery

Business research scientistsBusiness research scientists

College department chairpersonsCollege department chairpersons

Hospital nursesHospital nurses

Business maintenance repair workersBusiness maintenance repair workers


6-22

Job Designs: Job RelationshipsJob Designs: Job Relationships

• Determined by managers’ decisions regarding departmentalization bases and spans of control

• The wider the span of control, the larger the group and, consequently, the more difficult the establishment of friendship and interest relationships

• The basis for departmentalization also impacts job relationships


6-23The Way People Perceive Their Jobs (1 of 2)

The Way People Perceive Their Jobs (1 of 2)

• Perceived job content – specific job activities and general job characteristics as perceived by individuals performing the job• Two individuals doing the same job may

have the same or different perceptions of job content


6-24The Way People Perceive Their Jobs (2 of 2)

The Way People Perceive Their Jobs (2 of 2)

• If managers desire to increase job performance by changing perceived job content, they can change:• Job characteristics• Individual perceptions• Social settings


6-25The five core characteristics are:-skill variety - the extent to which a job requires a person to use a wide range of different skills and abilities-task identity - the extent to which a job requires a worker to perform all the tasks needed to complete the job from beginning to end task significance - the extent to which a job affects the lives of other people, whether inside or outside the organization-autonomy - the extent to which a job allows an employee to make choices about scheduling different tasks and deciding how to perform them-feedback - the extent to which workers receive clear, direct information about how well they are performing the job

The five core characteristics are:-skill variety - the extent to which a job requires a person to use a wide range of different skills and abilities-task identity - the extent to which a job requires a worker to perform all the tasks needed to complete the job from beginning to end task significance - the extent to which a job affects the lives of other people, whether inside or outside the organization-autonomy - the extent to which a job allows an employee to make choices about scheduling different tasks and deciding how to perform them-feedback - the extent to which workers receive clear, direct information about how well they are performing the job


6-26Designing Job Range:Job Rotation and Job EnlargementDesigning Job Range:Job Rotation and Job Enlargement

Job Rotation• Moving individuals from

one job to another• 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

Job Rotation• Moving individuals from

one job to another• 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

Job Enlargement• Increasing the number of

tasks for which an individual is responsible

• Increases job range, but not depth

Job Enlargement• Increasing the number of

tasks for which an individual is responsible

• Increases job range, but not depth


6-27Designing Job Depth: Job Enrichment

(1 of 2)

Designing Job Depth: Job Enrichment

(1 of 2)

• The practice of increasing discretion individuals can use to select activities and outcomes

• Increases job depth and accordingly fulfills growth and autonomy needs

• Herzberg’s two-factor theory of motivation is the impetus for designing job depth


6-28Designing Job Depth: Job Enrichment

(2 of 2)

Designing Job Depth: Job Enrichment

(2 of 2)

• Managers can provide employees with greater opportunities to exercise discretion by making the following changes:• Direct feedback• New learning• Scheduling• Uniqueness• Control over resources• Personal accountability


6-29

Skill VarietySkill Variety

Task IdentityTask Identity

Task SignificanceTask Significance

Skill VarietySkill Variety

Task IdentityTask Identity

Task SignificanceTask Significance

AutonomyAutonomyAutonomyAutonomy

FeedbackFeedbackFeedbackFeedback

ExperiencedExperiencedMeaningfulnessMeaningfulness

of Workof Work

ExperiencedExperiencedResponsibility forResponsibility forOutcomes of WorkOutcomes of Work

Knowledge ofKnowledge ofActual Results ofActual Results ofWork ActivitiesWork Activities

High InternalHigh InternalWork MotivationWork Motivation

High-qualityHigh-qualityWork PerformanceWork Performance

High SatisfactionHigh Satisfactionwith Workwith Work

Low AbsenteeismLow Absenteeismand Turnoverand Turnover

High InternalHigh InternalWork MotivationWork Motivation

High-qualityHigh-qualityWork PerformanceWork Performance

High SatisfactionHigh Satisfactionwith Workwith Work

Low AbsenteeismLow Absenteeismand Turnoverand Turnover

Job Job CharacteristicsCharacteristics

Personal and WorkPersonal and WorkOutcomesOutcomes

Employee’s GrowthEmployee’s GrowthNeed StrengthNeed Strength

Employee’s GrowthEmployee’s GrowthNeed StrengthNeed Strength

Critical Psychological StatesCritical Psychological States

The Job Characteristics ModelThe Job Characteristics Model


6-30Steps that management can take to increase core job dimensions:Steps that management can take to increase core job dimensions:

1. Combining task elements

2. Assigning whole pieces of work (i.e., work modules)

3. Allowing discretion in selection of work methods

4. Permitting self-paced control

5. Opening feedback channels


6-31Problems associated with job design include:Problems associated with job design include:

1. Unless lower-level needs are satisfied, people will not respond to opportunities to satisfy upper-level needs

2. Job design programs may raise employees’ expectations beyond what is possible

3. Job design may be resisted by labor unions who see the effort as an attempt to get more work for the same pay

4. Job design efforts may not produce tangible improvements for some time after the beginning of the effort


6-32Teams and Job Design:Key Characteristics to Address (1

of 3)

Teams and Job Design:Key Characteristics to Address (1

of 3) • Self-management. Refers to the team’s

ability to• set its own objectives• coordinate its own activities• resolve its own internal conflicts

• Participation. The degree to which all members of the team are encouraged and allowed to participate in decisions


6-33Teams and Job Design:Key Characteristics to Address (2

of 3)

Teams and Job Design:Key Characteristics to Address (2

of 3) • Task variety. The extent to which team

members are given the opportunity to perform a variety of tasks and use different skills

• Task significance. The degree to which the team’s work is valued and has significance for both internal and external stakeholders of the organization


6-34Teams and Job Design:Key Characteristics to Address (3 of 3)

Teams and Job Design:Key Characteristics to Address (3 of 3)

• Task identity. The degree to which a team completes a whole and separate piece of work and has control over most of the resources necessary to accomplish its objectives


6-35Alternative Work Arrangements

Alternative Work Arrangements

• Flexible work arrangements include:• Job sharing• Flextime• Telecommuting• Virtual teams

• Flexible work arrangements include:• Job sharing• Flextime• Telecommuting• Virtual teams

• Benefits to companies of flexible work programs:• Higher recruitment and

retention rates• Improved morale• Lower absenteeism and

tardiness• Higher levels of

employee productivity

• Benefits to companies of flexible work programs:• Higher recruitment and

retention rates• Improved morale• Lower absenteeism and

tardiness• Higher levels of

employee productivity


6-36Job Embeddedness and Job Design

(1 of 2)Job Embeddedness and Job Design

(1 of 2)

• Job embeddedness – refers to an employee’s:• links with other people and teams within the

organization• perceptions of their fit with their job, organization, and

community• sacrifices that would be made if he/she left the job

• It is like a “net or web” that can expand across an individual’s work, home, and community activities and interests


6-37Job Embeddedness and Job Design

(2 of 2)Job Embeddedness and Job Design

(2 of 2)

• Managers can increase job embededdness by:• Placing employees on teams that are compatible with

their skill set and personality• Supporting the idea of flexible work scheduling to

allow their employees to pursue some non-work hobbies and volunteer leadership opportunities

• This will help decrease turnover of key employees


6-38Total Quality Management and Job Design

Total Quality Management and Job Design

• Total quality management (TQM) combines technical knowledge and human knowledge

• Managers who implement TQM, design jobs that empower individuals to make important decisions about product and service quality

• The empowerment process encourages participative management, team-oriented task modules, and autonomy

hbo handout chapter 6 (job design, work, and motivation)

Business

designing

total quality

job depth

job analysis

job designs

job embeddedness

job performance

job design