job design people jobs psychological contract = contributions inducements
TRANSCRIPT
Job Design
PEOPLE JOBS
Psychological Contract
= Contributions Inducements
A Model of Job Design
JOB DESIGN FACTORS JOB DESIGN OUTCOMES
Job Content Task Variety Task Autonomy Task Identity Task Significance Work Methods Coordination RequirementsRelationships with Others Teamwork Requirements Contractual Arrangements
Task Accomplishment Productivity Efficiency Effectiveness
Employee Responses Satisfaction Absenteeism Turnover
Historical Development of Job Design
Job Speciali-
zation
Low
High
JobSpecialization
EmployeeResponse
ContemporaryApproaches
Entrepreneur
SpecializedCrafts
Scientific Management
Job RotationJob Enlargement
- Job Enrichment - Redesign of Job Characteristics
- Self-directed work teams
AlternativeApproaches
Alter Relation- shipsAlter Time @
(1880s - 1940s) (1940s - ) (1960s - ) (1970s - )
Social Info. processing
Job Design StrategiesJob Design Strategies
Job Rotation Task Variety (different skills)
Job Enlargement Task Variety +(horizontal) Task identity (whole piece of work)+
Feedback (job provides info onperformance)
Job enrichment Task Variety+Identity+Feedback+(vertical loading) Job autonomy (independence & self- add planning & determination of schedule etc)+ control Task Significance (job affects others)
Redesign of Job Characteristics
Implementation Core Job Critical PersonalConcepts Characteristic Psychological and Work
Dimensions States Outcomes
Combining Tasks Task Variety Experienced High internal meaningfulness work motivation
Forming Natural Task Identity of the workWork Units
Establishing Client Task Significance High qualityRelationships performance
ExperiencedVertical Loading Task Autonomy responsibility for High work
work outcomes satisfactionOpening Feedback Feedback Knowledge of Low absenteeismChannels actual results and turnover
Employee GNS
Practical Issues Related to Job EnrichmentPractical Issues Related to Job Enrichment
• Does the job need enriching?
•Can it be meaningfully enriched?
•Is your workforce likely to desire job enrichment?
Does the job need enrichingDoes the job need enriching
Check outcomes associated with job enrichment for clues
Job enrichment
Job Satisfaction(as perceived by the employee)
EffortAbsenteeismTurnoverGrievancesQuality of work
Productivity
Does the job need enriching?Does the job need enriching?
If yes, take our cue from the Job Characteristics Model
Which of the Core Job Characteristics are deficient?
Skill Variety – (different skills)Task identity – (whole piece of work)Task significance – (job affects others)Autonomy – (job offers independence &
self-determination)Feedback – (job provides information on performance)
Answer is based on employee perceptions.Job Diagnostic Survey
Job Diagnostic SurveyJob Diagnostic SurveyThis job … (1=SD to 7=SA)1. Provides much variety.2. Permits me to be left on my own to do my work.3. Is arranged so I often have the opportunity to see jobs or
projects through to completion.4. Provides feedback on how well I am doing as I am working.5. Is relatively significant in my organization.6. Gives me considerable opportunity for independence and
freedom in how I do the work.7. Provides me with different responsibilities.8. Enables me to find out how well I am doing.9. Is important in the broader scheme of things.10. Provides an opportunity for independent thought & action.
JDS: continuedJDS: continued
11. Provides me with considerable variety of work.12. Is arranged so that I have the opportunity to complete the work I start13. Provides me with the feeling that I know whether I am performing well or poorly.14. Is arranged so that I have the chance to do a job from beginning to end (i.e., an chance to do the whole job).15. Is one where a lot of other people can be affected by how well the work gets done.
Two hypothetical jobsTwo hypothetical jobs
Variety Identity Significance. Autonomy Feeedback
7654321
Motivating Potential Score (MPS)Variety+Identity+Significance
3XAutonomyXFeedbackMPS=
Job A MPS = 250Job B MPS = 45
Job A
Job B
Norms for Job Characteristics for all US jobs Norms for Job Characteristics for all US jobs
Variety Identity Significance Autonomy Feedback
7654321
4.5 5.0 5.8 5.0 5.2
MPS score norm for all jobs is 132.6Theoretical Range = 1 to 343
Can it meaningfully be enriched?Can it meaningfully be enriched?
Several issues:
CostAbility to redesign
Change employee (since it is based on perceptions)
Does your workforce want enrichment?Does your workforce want enrichment?
Enrichment typically introduced by management(in response to disastrous outcomes)
Unions typically suspicious so their involvement iscritical.Enrichment is viewed as:
a way to cut jobsa trick to get labor to assume managerial
responsibilitiesIndividual differences play a huge role.
Based on perceptionsSome may seek it, others may not.
Job Design SummaryJob Design SummarySpecialization Employee Response Contemporary
Job Content•Variety Low Medium High•Identity Low Some High•Significance Low Low High•Autonomy Low Low High•Feedback High High High
Formal Org. Context•Responsibility Low Low High•Authority Low Low High•Info. Flow Downward Downward All Directions•Work Methods Standardized Standardized Flexible•Coord. Requirements Low Medium High
Informal Context•Friendship Opportunities - Attempt to increase High•Teamwork Requirements - but not via job design High
Theoretical Basis Traditional Human Relations Human Resources
Social Information Processing & Job DesignSocial Information Processing & Job Design
Job Characteristics Model
JobCharacteristics
NeedFulfillment
JobAttitudes
JobBehaviors
Social Information Processing Model
JobAttitudes
JobCharacteristics
NeedFulfillment
JobBehaviors
Alternative Approaches to Job Design
1. Alter Relationships With OthersSelf-Managed Work Teams
2. Alter Time Spent at Work4 Day Work WeekFlextimeJob SharingTelecommutingPart-time Work
3. Automation
4. Redefinition of Work
Job Design Strategies: continuedJob Design Strategies: continued
Self-directed Work Teams Task Variety+Identity+Feedback+ (job enrichment at the Job Autonomy+Task Significance group level)
Characteristics of Self-Managed Work Teams
MEMBERS… are held accountable for results
have discretion in assigning tasks
have discretion in scheduling work
can perform multiple jobs on the team
train one another to develop multiple job skills
evaluate one another’s job performance
are responsible for personnel issues
Benefits of Alternative Work SchedulesBenefits of Alternative Work Schedules
Individual Benefits Organizational Benefits
More leisure time Lower absenteeism & T/O costs
Greater personal responsibility Reduced tardiness
Greater satisfaction Greater work commitment
Increased quality of work life Higher performance
Less commuting time Improved recruiting and PR
Decreased stress from home/ work demand conflicts
Adapted from: J.R. Schermerhorn, J.G. Hunt and R.N. Osborn, Managing Organizational Behavior
Redefinition of WorkRedefinition of Work
•Hire the right people
•Eliminate hierarchies
•Emphasis on work needed to be done, not on jobs
•People will take work cues from the work, not from the job description or supervisor