hrm - excel books - chapter 13

8/9/2019 HRM - Excel Books - Chapter 13

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JOB DESIGN,WORK

SCHEDULING

AND MOTIVATION

EXCEL

BOOKS

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13

Chapter


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ANNOTATED OUTLINE

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INTRODUCTION

Job design is a way of organising tasks, duties and responsibilities

into a productive unit of the work. The early emphasis in HRM was to

design jobs around high specialisation and standardisation

The engineering approach

The engineering approach, developed by F.W.Taylor, was built

around certain well-known principles

Job Design, Work Scheduling And Motivation


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Principles ofscientific management

Work should be scientifically studied

Work should be arranged so that workers can be efficient

Employees selected for work should be matched to the demands of the job

Employees should be trained to perform the job

Monetary compensation should be used to reward successful completion ofthe job


Problems withtheengineeringapproach Repetition

Mechanical pacing

No end product

Little social interaction

No input


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The human relations approach

The human relations approach recognised the need to design jobs

in an interesting manner. According to Herzberg, employees will be

more satisfied with their jobs, if motivators such as achievement,

recognition, autonomy, growth etc are introduced into the jobcontent.

The job characteristics approach

According to Hackman and Oldham, employees will work hard

when they are rewarded for the work they do and when the workgives them satisfaction. Hence, they suggested that motivation,

satisfaction and performance should be integrated into the job

design.

INTRODUCTION


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Core job dimension

According to Hack and Oldham, any job can be described in terms of five core job

dimensions:

Skill variety

Task identity

Task significance

Autonomy

Feedback

The model states that core job dimensions are more rewarding when individuals

experience three psychological states in response to job design.


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Job characteristics model


Core Job Critical Core JobDimension Psychological Dimension

States

Skill Variety Meaningfulness High internal

Task Identity of work work motivation

Task SignificanceHigh quality

work performance

Autonomy Responsibility for High satisfaction

outcomes of the work with work

Feedback Knowledge of the High

actual results of the work effec tiveness

work activities

Low absenteeism

Employee growth and turnover

needs strength

Socio-technical approach

According to this approach, jobs should be designed by taking a systems

view of the entire job situation, including physical and social environment.


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Work Scheduling


Companies now a days have realised the importance of organising work in a

flexible manner, so that employees (especially those possessing critical skills,

knowledge and experience,) can come and do their work depending on their

own convenience. The following alternatives are currently in use to facilitate

this approach

Compressed work week: scheduling of work that allows a full timejob to be completed in fewer than the standard five days

Flexible working hours: Flexitime may be defined as any work

schedule that gives employees daily choice in the timing between work

and non work activities.

Job sharing: This occurs when one full time job is assigned to two

persons who then divide the work according to the agreements made

between themselves and the employer.

Part time work: part time work is done on a schedule that classifies

any employee as temporary and requires less than the standard 40-

hour work week.


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Techniques For Designing Jobs


Job simplification: Here jobs are divided into smaller components and

subsequently assigned to workers as whole jobs

Job enlargement: it increases task variety by adding new tasks of similar

difficulty to a job:

Job rotation: systematic shifting of employees among jobs involving tasks of

similar difficulty;

Job enrichment: enhancing a job by adding more meaningful tasks and duties

to make the work more rewarding or satisfying.


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Quality Circles,Work Teams andTotalQuality Management


Quality circle: It is a small group of employees who meet periodically to

identify, analyse and solve quality and work related problems in their area

Work team: It is a small group of people with complementary skills, who

work actively together to achieve a common purpose for which they hold

themselves collectively accountable.Total quality management: This is another work design approach that was

quite popular in USA in mid-1080s and that continues to have a major

influence over organisations all over the world now. Simply stated, TQM is a

set of principles and practices whose core ideas include understanding

customer needs, doing things right the first time, and striving for continuous

improvement.


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Motivation

Motivation is a process of stimulating people to action to accomplish desired

results. Generally speaking, motivation results from a felt need. It is goal-

directed. It persists until the satisfaction or reduction of a particular need.

Moreover, it is a personal and internal feeling.

Multiple causes: different people may have different visions for

behaving in the same manner

Multiple behaviour: Another important characteristic of motivation is

that the same motive or drive may lead to different behaviour

Complex and difficult to explain: Motivation is a complex subject as it

is not easy to explain and predict the behaviour of employees.

Determinants of MotivationThree types of forces generally influence human behaviour;

The individual

The organisation

The environment



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Theories of Motivation

A. Maslows Need Hierarchy Theory: According to Maslow,

human needs can be arranged into five levels. He felt that there

is a fairly definite order to human needs and until the more basic

needs are adequately fulfilled a person will not strive to meet

higher order needs


Maslows Hierarchy of Needs

needs (that are

Esteem satisfied internally)

Needs

Man

Seeks Social Needs

Growth Lower-order

Safety Needs needs (that are

satisfied externally)

Physiological Needs

Self Actualisation Needs Higher-order


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Evaluation

It is an unstable theory

The classification scheme is somewhat superfluous

The chain of causation in the hierarchy is also questionable


B. Herzbergs Two Factor Theory: According to Herzberg, if

managers wish to increase motivation and performance above

the average level, they must enrich the job by concentrating on

motivators (such as achievement, recognition, responsibility,

interesting work, advancement, growth etc) and not the hygienefactors (mostly environment related factors)



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Variables affecting motivation in anorganisational setting


Evaluation

The critical incident method applied on a small sample is being

questioned

The assumption that the two sets of factors work in only one direction isalso attacked severely

Critics questioned the procedural deficiencies also; such as thesubjective interpretation of the responses .

Hygienes Motivators

1. Company policy and administration 1. Achievement

2. Relationship with supervisor 2. Recognition

3. Work conditions 3. Work itself

4. Salary

5. Relationship with peers 4. Responsibility

6. Personal life

7. Relationship with subordinates 5. Advancement

8. Status

9. Security 6. Growth


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C. Achievement Motivation Theory: According to McClelland,

some people have an intense desire to accomplish and show

excellence, others are not concerned about achieving things.

Three important needs, that is, power, affiliation, achievement,

drive people towards excellence.

Elements of achievement motivationtheory


Power need (n pow): this is the need to dominate, influence and control people

Affiliation need (n Aff): this is the need for companionship and support, fordeveloping meaningful relationships with people

Achievement need (nAch): this is the need for challenge, for personal

accomplishment and success in competitive situations.



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If the need of employees can be measured, organisations can put

people on suitable jobs and thereby show superior performance.

D. Theory X and Theory Y: Douglas McGregor proposed two

distinct set of assumptions about what motivates peopleonebasically negative, labelled Theory X and other basically

positive, labelled Theory Y



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E. Theory Z: W. Ouchi proposed a mixed US-Japanese model for

modern organisations, popularly called Theory Z, having the

following unique characteristics;

Elements of Theory Z Trust

Organisation employee relationship

Employee participation

Structure less organisation

Holistic concern for employees



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F. Process theories of motivation:


Equity theory: this is based on the premise that our levels

of job satisfaction and motivation re related to how fairly we

believe we are treated in comparison to others.

Expectancy theory: according to this theory, motivation isa function of a rational calculation. A person is motivated to

the degree that he believes that effort will yield acceptable

performance, performance will be rewarded and the value

of the reward is highly positive.

Goal setting theory: this theory suggests that managers

and subordinates should set specific goals that are

moderately difficult to achieve. The goals should be of a

type that the employee will accept and commit to

accomplishing. Rewards should invariably be linked directly

to reaching such goals.



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Recognise individual differences

Match people to jobs

Use goals

Individualise rewards

Link rewards to performance

Check the system for equity

Do not ignore money

How To Motivate Employees?


Non financial incentives: Apart from money, non-financial

incentives such as status, promotion, responsible jobs, interesting

work, job security, recognition etc also play an important role in

motivating people


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Morale And Productivity


Morale refers to the positive feelings of an employee toward his

work, colleagues, employer and the organisation.

All About Morale Components of morale

Intrinsic job satisfactionSatisfaction with company

Satisfaction with supervision

Satisfaction with rewards

Satisfaction with co-workers

Measurement of morale

Not easy to measure moraleObservation

Surveys

Records

Suggestion boxes

Cont


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Factors affecting morale

The organisation

Leadership

Co-worker

The nature of work

Work environmentThe employee

Morale building

Remuneration

Job security

Participation

Job enrichmentOrganisation structure

Grievance redressal

Employee counsellors

Sound leadership

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All About Morale


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Morale and Productivity: There is always not a positive correlation

between the two. There can be low productivity with morale levels.

According to Rensis Likert, there can be different combinations of

morale and productivity in actual practice such as high morale and

low productivity, high morale and high productivity, low morale and

high productivity and low morale and low productivity.

Morale And Productivity

hrm - excel books - chapter 13

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