jobs and the design of work · beyond the book: the work design questionnaire •the work design...
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14Jobs and the
Design of Work
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dupl icated, or posted to a publ icly accessible website, in whole or in part.
LEARNING OUTCOMES
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1 Differentiate between job and work
2 Discuss the traditional approaches to job design
3 Identify and describe alternative approaches to job design
4 Identify and describe contemporary issues facing organizations in the design of work
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Differentiate Between Job and Work
LO - 14.1
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Job Versus Work
Job
• Set of specified work and task activities that engage an individual in an organization
• Not the same as organizational position, career, and work
Work
• Mental or physical activity that has productive results
• Meaning of work
• Way a person interprets and understands the value of work as part of life
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Discuss the Traditional Approaches to Job
Design
LO - 14.2
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Scientific Management
• Stresses on work simplification• Work simplification: Standardization and the
narrow, explicit specification of task activities for workers
• Jobs have limited number of scientifically-designed tasks
• Elements focus on the efficient use of labor to the economic benefit of the firm
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Job Enlargement
• To overcome the boredom of overspecialized work and the difficulty of coordinating work
Increases the number of activities in a job
• Job rotation: Exposes a worker to a variety of specialized job tasks over time
• Cross-training: Workers are trained in different specialized tasks or activities
Variations
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Job Enrichment
Designing or redesigning a job by incorporating motivational factors into it
Increases the amount of job responsibility through vertical loading
Recommends increasing the recognition, responsibility, and opportunity for achievement
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Job Characteristics Theory
Person-job fit model
Job Diagnostic Survey (JDS)
Emphasizes the interaction between the individual and specific attributes of the job
Motivating Potential
Score (MPS)
Indicates a job’s potential for motivating incumbents
Measures the elements in the Job Characteristics Model
10
Figure
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14.1 Job Characteristics Model
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Identify and Describe Alternative
Approaches to Job Design
LO - 14.3
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Social Information Processing (SIP) Model
• Emphasizes the interpersonal aspects of work design
• Based on following premises: • People provide cues required to understand the
work environment
• People help judge what is important in their jobs
• People tell how they see their jobs
• People’s positive and negative feedback helps one understand their feelings about their jobs
13
Table
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14.2 Summary of Outcomes from Various Job
Design Approaches
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International Perspectives on the Design of
Work: The Japanese Approach
• Using committed employees with ever expanding responsibilities to achieve:
• Zero waste and 100 percent good product
• On time delivery every time
Lean production
• Giving equal attention to technical and social considerations in job design
Sociotechnical systems (STS)
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Beyond the Book: Lean Production to the
Rescue
• Manufacturing companies in the U.S. are turning to lean production methods to stay profitable during the recession.
• The method involves producing only what is ordered, reducing inventory, and making each part in an uninterrupted flow.
• 61% of manufacturers have adopted lean production methods or plan to do so within the next year.
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International Perspectives on the Design of
Work: The German Approach
Technocentric: Placing technology and engineering at the center of job design decisions
Traditional approach
Anthropocentric: Placing human considerations at the center of job design decisions
Recent approach
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International Perspectives on the Design of
Work: The Scandinavian Approach
Encourages a high degree of worker control
Encourages good social support systems for workers
18
Table
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14.3 Adjusting Work Design Parameters
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Identify and Describe Contemporary Issues
Facing Organizations in the Design of Work
LO - 14.4
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Emerging Issues in the Design of Work
• Working in other locations separate from the company’s main location
• Helps achieve a better fit between the needs of an employee and the organization’s task demands
Telecommuting
• Job sharing: More than one person performs the job
• Four-day workweek
• Flextime: Enables employees to set their own daily work schedules
Alternative work patterns
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Contemporary Issues in the Design of Work
• Mobile platform of computer, telecommunication, and information technology and services
• Drawbacks
• Lack of social connection
• Technostress: Stress caused by new and advancing technologies in the workplace
Virtual office
• Technical and interpersonal skills are important
• Work design must recognize the importance of incumbent skills and abilities to meet the demands of the work
Skill development
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Beyond the Book: The Work Design
Questionnaire
• The Work Design Questionnaire was created to fill gaps in existing work-characteristics assessments and integrate their data.
• Results from the questionnaire found that both motivational work characteristics and social support played a strong role in predicting job satisfaction.
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Tyler Perry’s Daddy’s Little Girls
• This chapter opened with a discussion of “job” and “work.” Apply that discussion to the film sequence. Include in your analysis the pattern of social interaction between Monty and Julia.
• Apply the job characteristics theory to the film sequence. What is the level of each core job characteristic for Monty’s job?
• Estimate the levels of each critical psychological state for Monty. Use Figure 14.1, “The Job Characteristics Model,” as a guide. Use “low,” “middle,” or “high” for your estimate.
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Camp Bow Wow
• How do the tasks of managers and camp counselors differ at Camp Bow Wow?
• How does Camp Bow Wow utilize a form of job rotation to keep camp counselors satisfied with their jobs?
• Using the job characteristics model, explain why the employees of Camp Bow Wow love their jobs.
KEY TERMS
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• Anthropocentric
• Cross-training
• Engagement
• Ergonomics
• Flexitime
• Job
• Job Characteristic Model
• Job Diagnostic Survey (JDS)
• Job enlargement
• Job enrichment
• Job rotation
• Job sharing
• Lean production
• Meaning of work
• Social information-processing (SIP) model
• Sociotechnical systems (STS)
• Technocentric
• Technostress
• Virtual office
• Work
• Work simplification
SUMMARY
26Copyright ©2017 Cengage Learning. Al l Rights Reserved. May not be scanned, copied or dupl icated, or posted to a publ icly acce ssible website, in whole or in part. ORBG5 | CH14
• Job is a set of specified work and task activities that one engages in within an organization• Work is mental or physical activity that has
productive result
• Traditional approaches to job design are:• Scientific management, job enlargement/job
rotation, job enrichment, and job characteristics theory
SUMMARY
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• Alternative approaches to Job design include:• Social information processing
• Ergonomics and interdisciplinary framework
• International perspectives on the design of work
• Work design and well-being
• Contemporary issues in the designs of work• Telecommuting, alternative work patterns,
technology at work, and skill development
28Copyright ©2017 Cengage Learning. Al l Rights Reserved. May not be scanned, copied or dupl icated, or posted to a publ icly acce ssible website, in whole or in part. ORBG5 | CH14
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