1. BUSN 221 Chapter 6 Jeff Parsons Job Design, Work and Motivation

2. Learning Objectives Discuss the inter-relationship between job design and the quality of working life Present an insightful conceptual model of job design and correlate the component elements of the model to job performance Critically evaluate the claim that the way individuals perform their jobs depends in part on how they perceive and think about their jobs Assess the applicability of the job characteristics model to the contemporary workplace and demonstrate its application of the model to a designated set of jobs within particular firms Persuasively argue the case that job design is an integral part of a total quality management program.

3. Job Design and Quality of Work Life Job Design “The process whereby managers decide individual job tasks and authority.” (pg. 108) Quality of Work Life (QWL) “Management philosophy and practice that enhance employee dignity, introduce cultural change, and provide opportunities for growth and development.” (pg. 109)

4. Conceptual Model of Job Design Social setting differences Job context Job analysis Job performance Perceived job content Job content Job design Job requirements Individual differences

5. Job Performance Outcomes Personal Behavior Objective Job Satisfaction Intrinsic and Extrinsic

6. Job Analysis Job Content Activities required Job Requirements Education, experience, licenses, personal characteristics Job Context Physical demands, working conditions Degree of accountability and responsibility (intrinsic) Consequences of error

7. Job Analysis – Two Settings Factory Job Specialization Time and motion study Work simplification Standard methods New Economy Job Human Factors Technology Knowledge worker Team-based Broad job descriptions

8. Job Design Result of job analysis Specifies three characteristics of jobs Range Number of tasks performed Depth Amount of discretion in deciding activities and outcomes Relationships Between employees, departments Determined by departmentalization, span of control Groups/teams form as a result

9. The Way People Perceive their Jobs Affects how they do their jobs Job Design Remember Taylor – purely technical Objective and subjective properties Human aspects required Different backgrounds, needs, motivations Social settings Leadership style, what others say about the job

10. Job Enlargement Number of job tasks  i.e. horizontal expansion Requires more training Job satisfaction  Boredom  Necessary precondition for job enrichment Not all employees can cope with enlarged jobs

11. Job Rotation Moving managers and non-managers from one job to another Increases range Studies indicate: employee satisfaction  improved production and efficiency  errors due to fatigue  mental overload 

12. Job Enrichment Greater authority, participation in decisions, ability to set own goals and evaluate their/their team performance i.e vertical expansion Encourages employees to behave like managers

13. Problems with Job Design Lower-level needs must be satisfied first otherwise employees non-responsive to upper level needs Employee expectations of higher-order need satisfaction by become impossible Resistance from unions Time for tangible improvements to be seen

14. Job Characteristics Model Job Characteristics Personal and Work Outcomes Critical Psychological States Experienced Meaningfulness of Work Skill Variety Task Identity Task Significance High Internal Work Motivation High-quality Work Performance High Satisfaction with Work Low Absenteeism and Turnover Experienced Responsibility for Outcomes of Work Autonomy Knowledge of Actual Results of Work Activities Feedback Employee Growth Need Strength

15. Job Characteristics Model Attempts to account for interrelationships among Certain job characteristics Psychological states associated with motivation, satisfaction, and performance Job outcomes Growth needs strength

16. Total Quality Management (TQM) TQM “A philosophy and system of management that places the greatest priority on attaining high standards for quality and continuous improvement using statistical process control and group problem solving processes.” (pg. 128) Combines technical and human knowledge

17. TQM and Job Design Sociotechnical theory Interaction between technical job demands and worker social demands Must balance these demands during job design