BUSN 221			Chapter 6<br />Jeff Parsons<br />Job Design, Work and Motivation<br />
Learning Objectives<br />Discuss the inter-relationship between job design and the quality of working life<br />Present an...
Job Design and Quality of Work Life<br />Job Design<br />“The process whereby managers decide individual job tasks and aut...
Conceptual Model of Job Design<br />Social setting differences<br />Job context<br />Job analysis<br />Job performance<br ...
Job Performance Outcomes<br />Personal<br />Behavior<br />Objective<br />Job<br />Satisfaction<br />Intrinsic and<br />Ext...
Job Analysis<br />Job Content<br />Activities required<br />Job Requirements<br />Education, experience, licenses, persona...
Job Analysis – Two Settings<br />Factory Job<br />Specialization<br />Time and motion study<br />Work simplification<br />...
Job Design<br />Result of job analysis<br />Specifies three characteristics of jobs<br />Range<br />Number of tasks perfor...
The Way People Perceive their Jobs<br />Affects how they do their jobs<br />Job Design<br />Remember Taylor – purely techn...
Job Enlargement<br />Number of job tasks  i.e. horizontal expansion<br />Requires more training<br />Job satisfaction <b...
Job Rotation<br />Moving managers and non-managers from one job to another<br />Increases range<br />Studies indicate:<br ...
Job Enrichment<br />Greater authority, participation in decisions, ability to set own goals and evaluate their/their team ...
Problems with Job Design<br />Lower-level needs must be satisfied first otherwise employees non-responsive to upper level ...
Job Characteristics Model<br />Job <br />Characteristics<br />Personal and Work<br />Outcomes<br />Critical Psychological ...
Job Characteristics Model<br />Attempts to account for interrelationships among<br />Certain job characteristics<br />Psyc...
Total Quality Management (TQM)<br />TQM<br />“A philosophy and system of management  that places the greatest priority on ...
TQM and Job Design<br />Sociotechnical theory<br />Interaction between technical job demands and worker social demands<br ...
Upcoming SlideShare
Loading in …5
×

Week 5 ch 6

945 views
761 views

Published on

Published in: Education
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
945
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
15
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Week 5 ch 6

  1. 1. BUSN 221 Chapter 6<br />Jeff Parsons<br />Job Design, Work and Motivation<br />
  2. 2. Learning Objectives<br />Discuss the inter-relationship between job design and the quality of working life<br />Present an insightful conceptual model of job design and correlate the component elements of the model to job performance<br />Critically evaluate the claim that the way individuals perform their jobs depends in part on how they perceive and think about their jobs <br />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 <br />Persuasively argue the case that job design is an integral part of a total quality management program.<br />
  3. 3. Job Design and Quality of Work Life<br />Job Design<br />“The process whereby managers decide individual job tasks and authority.” (pg. 108)<br />Quality of Work Life (QWL)<br />“Management philosophy and practice that enhance employee dignity, introduce cultural change, and provide opportunities for growth and development.” (pg. 109)<br />
  4. 4. Conceptual Model of Job Design<br />Social setting differences<br />Job context<br />Job analysis<br />Job performance<br />Perceived job content<br />Job content<br />Job design<br />Job requirements<br />Individual differences<br />
  5. 5. Job Performance Outcomes<br />Personal<br />Behavior<br />Objective<br />Job<br />Satisfaction<br />Intrinsic and<br />Extrinsic<br />
  6. 6. Job Analysis<br />Job Content<br />Activities required<br />Job Requirements<br />Education, experience, licenses, personal characteristics<br />Job Context<br />Physical demands, working conditions<br />Degree of accountability and responsibility (intrinsic)<br />Consequences of error<br />
  7. 7. Job Analysis – Two Settings<br />Factory Job<br />Specialization<br />Time and motion study<br />Work simplification<br />Standard methods<br />New Economy Job<br />Human Factors<br />Technology<br />Knowledge worker<br />Team-based<br />Broad job descriptions<br />
  8. 8. Job Design<br />Result of job analysis<br />Specifies three characteristics of jobs<br />Range<br />Number of tasks performed<br />Depth<br />Amount of discretion in deciding activities and outcomes<br />Relationships<br />Between employees, departments<br />Determined by departmentalization, span of control<br />Groups/teams form as a result<br />
  9. 9. The Way People Perceive their Jobs<br />Affects how they do their jobs<br />Job Design<br />Remember Taylor – purely technical<br />Objective and subjective properties<br />Human aspects required<br />Different backgrounds, needs, motivations<br />Social settings<br />Leadership style, what others say about the job<br />
  10. 10. Job Enlargement<br />Number of job tasks  i.e. horizontal expansion<br />Requires more training<br />Job satisfaction <br />Boredom <br />Necessary precondition for job enrichment<br />Not all employees can cope with enlarged jobs<br />
  11. 11. Job Rotation<br />Moving managers and non-managers from one job to another<br />Increases range<br />Studies indicate:<br />employee satisfaction <br />improved production and efficiency <br />errors due to fatigue <br />mental overload <br />
  12. 12. Job Enrichment<br />Greater authority, participation in decisions, ability to set own goals and evaluate their/their team performance i.e vertical expansion<br />Encourages employees to behave like managers<br />
  13. 13. Problems with Job Design<br />Lower-level needs must be satisfied first otherwise employees non-responsive to upper level needs<br />Employee expectations of higher-order need satisfaction by become impossible<br />Resistance from unions<br />Time for tangible improvements to be seen<br />
  14. 14. Job Characteristics Model<br />Job <br />Characteristics<br />Personal and Work<br />Outcomes<br />Critical Psychological States<br />Experienced<br />Meaningfulness<br />of Work<br />Skill Variety<br />Task Identity<br />Task Significance<br />High Internal<br />Work Motivation<br />High-quality<br />Work Performance<br />High Satisfaction<br />with Work<br />Low Absenteeism<br />and Turnover<br />Experienced<br />Responsibility for<br />Outcomes of Work<br />Autonomy<br />Knowledge of<br />Actual Results of<br />Work Activities<br />Feedback<br />Employee Growth<br />Need Strength<br />
  15. 15. Job Characteristics Model<br />Attempts to account for interrelationships among<br />Certain job characteristics<br />Psychological states associated with motivation, satisfaction, and performance<br />Job outcomes<br />Growth needs strength<br />
  16. 16. Total Quality Management (TQM)<br />TQM<br />“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)<br />Combines technical and human knowledge<br />
  17. 17. TQM and Job Design<br />Sociotechnical theory<br />Interaction between technical job demands and worker social demands<br />Must balance these demands during job design<br />

×