How performance could be more effective.

1. MOTIVATING
PERFORMANCE
THROUGH
JOB DESIGN

2. WHY JOB DESIGN
This is an important area of work
motivation in the study of
Organizational Behavior. A
theoretical base and widely
applied to actual practice of
management. OB paid attention
to job enrichment approach to
job design. Recently quality of
working life (QWL) approach gets
the overall importance of job
design

3. BACKGROUND (1)
(F W Taylor/ Frank Gilbreth)
Scientific management movement
Technique of time and motion analysis leads to
maximum efficiency in job. Developed the
concept of job engineering and industrial
engineering
Effect
Human machine direct interaction and resulted in
monotony and boredom

4. BACKGROUND (2)
(Automation closely associated with
cybernation, automatic feedback control
mechanism)
BY THE TURN OF THE CENTURY
Sophisticated computer application, artificial
intelligence and expert system. Highly specialized
(1st
blue color jobs them white color jobs).
Effects
Lead to highly control over workers. Detroited
quality, absenteeism and turnover

5. BACKGROUND (3)
(IBM etc in 1950’s)
JOB ENLARGEMENT & JOB ROTATION
JE leads to horizontal loading on the job. JR leads
to switching over various jobs
Effects
Less specialized jobs (JE). Reduced boredom (JR).
In 1960’s leads to employee dissatisfaction and
declining productivity

6. BACKGROUND (4)
(Unpredictable changes1980’s)
NEW DEMANDING CHALLENGES
Leads to customized production. Job changes
occurred
Effects
Stress, de motivation, dissatisfaction, reduction
of performance

7. VARIOUS APPROACHES OF JOB
DESIGN
Job Engineering
Job Enrichment
Quality of Work Life
Social Information Processing
Job Characteristics Approach to
Task Design

8. JOB ENGINEERING
Scientific Management
and
Industrial Engineering
Approach

9. JOB ENRICHMENT
Vertical Loading on
the Job to Provide
more Responsibility

10. QUALITY OF WORK LIFE
A Broad Based Approach
Suggesting the
Importance of Overall
Climate Socio technical
Design and Terms

11. SOCIAL INFORMATION
PROCESSING
A Complex Theoretical
Model Suggesting the
Importance of Social
Information or Cues
affecting jobholders

12. JOB CHARACTERISTICS
APPROACH TO TASK
DESIGN
Building:
Skill Variety
Task Identity
Task Significance
Autonomy and Feedback

13. UNDERSTANDING OF JOB ENRICHMENT
An extension of earlier job rotation and job enlargement
technique at the same time. The job must be designed to
provide opportunities for:
Achievement
Responsibility
Advancement & Growth
The enriching factors of job design are greater variety of
work. Certain high level of knowledge and skill gives
more autonomy and responsibility in terms of planning,
directing, controlling own performance and provide
opportunities for personal growth and meaningful work
experience, which is opposed to job enlargement.
Horizontal load of job converted into vertical load. Such
as more task to perform, more responsibility etc, etc.
However job enrichment is not a panacea of job design.
Benefits of job enrichment are employee satisfaction,
customer service, less employee overload and fewer
employee errors etc.

14. UNDERSTANDING OF JOB
CHARACTERISTICS APPROACH TO
TASK DESIGN
Based on relationship between job
characteristics, job scope, employee
motivation job characteristics are
summarized next

15. FACTORS OF JOB CHARACTERISTICS APPROACH TO TASK
DESIGN
Skill Variety: Job requires a number of different skills
and ability.
Task Identity: Whether the job has an identifiable
beginning and end. How to complete a module of work
does the employee perform.
Task Significance: Internal: How important the job is to
the organization.
External: How proud the employee is telling to his friends
and peers.
Autonomy: Job independence. Freedom to do the job.
Feedback
Objective information of the job progress either from
supervisors or through MIS. Skill variety, task identity and
task significance leads to experience meaningfulness.
Autonomy leads to responsibility and feedback leads to
knowledge of results.

16. CRITICAL PSYCHOLOGICAL STATES FOR JOB
CHARACTERISTICS APPROACH TO TASK
DESIGN
Meaningfulness: Degree of employee’s
contribution creating values as being
important and worthwhile.
Responsibility: A sense of being personal
responsibility or accountability for the work
done.
Knowledge of results: Degree of employee
understanding about how they are performing
jobs. The net result is self generated results
and internal rewards. A perfect example is the
job of a “Surgeon” where all the
characteristics are present.

17. DIAGNOSING AND MEASURING
TASK SCOPE
MOTIVATING POTENTIAL
SCORE
AND
JOB REDESIGN INTERVENTION

18. MOTIVATING POTENTIAL SCORE
(A) (B) (C) (D)
(E)
MPS = Skill + Task + Task X Autonomy
Variety Identity Significance X Feedback
3
(A), (B) and (C) divided by 3. While (D) and (E) stand
alone. In absence of either (A), (B) or (C) still a person
could experience meaningful. However in absence of (D)
or (E) the job motivating potential score becomes “0”.

19. MOTIVATING POTENTIAL SCORE
Hackman- Oldham model is used to
diagnose the degree of task scope that a
job possesses. Considering the “5”
characteristics of the above formula is
made by analyzing the job a specific
checklist and structured questionnaires are
made. This is called as “Job Diagnostic
Survey” (JDS)

20. JOB REDESIGN INTERVENTION
Research Findings
Perception of changed job characteristics
increased quickly and held for extended
period. Employees are recognizing the
changes over times which are meaningful
changes.
Satisfaction and commitment attitude
increased quickly, but then back to their
initial level.
Performance did not increase initially, but did
increase significantly over the longer period

21. GUIDELINES FOR REDESIGNING JOBS
Provide cross training
Skill Variety
Expand duties requiring more skills
Give projects
Task Identity
Form work modules
Communicate importance of the job
Task Significance
Enhance image of the organization
Empower to make decision
Autonomy
Give more responsibility
&accountability
Implement information
system
Feedback
Supervisors give objectives,
immediate information

22. SOCIAL INFORMATION PROCESSING APPROACH
Individual as adaptive organisms, adapt attitudes, behavior and
beliefs to their social context and to the reality of their own
past and present behavior and situation. These are three
causes:
1. Jobholders cognitive evaluation of the real task
environment.
2.The jobholders past action, including reinforcement history
and learning.
3.The information that the immediate social context provides.
Sipa model of Job Design suggests a variety of process. Such as:
1.Choice: Freedom to choose different behavior.
2.Revocability: The ability to change behavior.
3.Publicness: The degree of visibility to others.
4.Explicitness: The ability to clear and obvious.
5.Social norms and Expectations: The knowledge that other
expect from someone. 6.External Priming: The receiving of
cues from others.