Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6 C H
A
P
T
E
R
Job Design
?DESCRIBE the relationship between job design and quality
of work life,
?IDENTIFY the key elements linking job design and
performance,
?DEFINE the term job analysis,
?COMPARE the job design concepts of range and depth,
?DESCRIBE what is meant by perceived job content,
?IDENTIFY the different types of job performance outcomes,
?COMPARE job rotation with job enlargement,
?DISCUSS several approaches to job enrichment,
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-3
Refers to any and all
managerial efforts to create
jobs whether initially or
subsequently,
Job Design
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-4
Quality of Work Life (QWL)
is a management philosophy that enhances the
dignity of all workers; introduces changes in an
organization’s culture; and improves the physical
and emotional well-being of employees,
Job Design and Quality of Work Life
Indicators of QWL
Accident Rates
Sick Leave Usage
Employee Turnover
Number of Grievances Filed
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-5
Job Design Attempts To,
? Identify the most important needs of employees
and the organization
? Remove obstacles in the workplace that frustrate
those needs
Job Design and Quality of Work Life
Managers Hope the Results Will,
? Fulfill important individual needs
? Contribute to individual,group,and organizational
effectiveness
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-6
Job Performance Outcomes
Objective Outcomes
?Product,client,or service
characteristics for which the
jobholder is responsible
?Can be measured in
quantitative terms
Personal Behavior
Outcomes
?How the jobholder reacts to
the work itself
?Depends on how the
jobholder views outcomes
Intrinsic and Extrinsic
Outcomes
?Intrinsic - clearly related to
action on the workers’ part
?Extrinsic - worker’s efforts
with other factors not directly
related to the job
?Relationship between them
Job Satisfaction Outcomes
?Depends on how the
jobholder views outcomes
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-7
Job Satisfaction Outcomes
People differ in the importance
they attach to job outcomes
People differ in the extent that,
?Work is a central life interest
?They actively participate in work
?They perceive work as central to self-esteem
?They perceive work as consistent with self-
concept
People differ in their perception of equity
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-8
Job Analysis
Purpose is to provide an
objective description of the job
itself by gathering information
on three aspects,
Job content
Job context
Job requirements
Job Description
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-9
Job Requirements
?Education,experience,licenses,and
other personal characteristics expected
?May include Knowledge,Skills,Abilities
and Others (KSAOs)
?One widely used method is the Positional
Analysis Questionnaire (PAQ)
?Can be adapted to jobs of all types
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-10
Job Context
?Describes the environment within the
job is performed
?Includes factors such as,
Physical demands
Working conditions
Degree of accountability and responsibility
Extent of supervision required or given
Consequences of error
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-11
Relationships the nature and extent of jobholders’
interpersonal relationships,individually or within groups
Depth refers to the amount of discretion an individual has
to decide job activities and outcomes
Range refers to the number of tasks a jobholder performs
Job Design
Specifies Three Job Characteristics,
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-12
Perceived Job Content
Refers to characteristics of a job
that define its general nature as
perceived by the jobholder,
Objective
Properties Job Content
Subjective
Properties
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-13
Designing Job Range
Scientific Management Approach
? Targets specialization and routine nature of jobs
? Efficiency criteria
? Leads to narrow job range and higher levels of
discontent,turnover,absenteeism,and dissatisfaction
Job Range Approaches
? Strategies resulting in wider job range
? Increasing the requisite activities of jobs
? Job rotation - moving employees between jobs
requiring differing tasks
? Job enlargement - increasing the number of tasks an
employee performs; may involve worker-paced control
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-14
Job Enrichment
? Applies Herzberg’s two-factor theory
? Meet the psychological growth needs of employees
? Directs changes in job depth
? Requires changes in the nature and style of
management as well
? Focuses on core job dimensions like those in the
job characteristics model,
? Autonomy
? Feedback
? Skill variety
? Task identity
? Task significance
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-15
Job Enrichment
Opportunities for Change
? Direct feedback
? New learning
? Scheduling
? Uniqueness
? Control over resources
? Personal accountability
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-16
Self-Managed Work Teams (SMT)
?A job enrichment approach at the
group level,
?Relatively small group of individuals
?Empowered to determine their own
work assignments
?Responsible for an entire process
?Often select and evaluate their own
members
?Includes task forces,project teams,
quality circles,and new ventures
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-17
Alternate Work Arrangements
WHEN TO WORK
? Compressed workweek
? Alternate workweeks,
e.g.,4-40
? Flexible work schedules
or Flextime
? Staggered start and
finish times
? Job sharing
? Two or more workers
share one job
? Telecommuting
? Work from home
? Linked to the office
via
? Computer and/or
? Fax
? Most provide a high
degree of flexibility
WHEN TO WORK
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-18
Total Quality Management and
Job Design
Sociotechnology Theory
Interactions between
technical demands of jobs
and social demands
of workers
Total Quality Management
(TQM)
Product and process
improvements by empowering
employees to make quality-
related decisions
Both can meet demands of modern technology and
self-directed and self-motivated job behavior
Compatibility
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6 C H
A
P
T
E
R
Job Design
?DESCRIBE the relationship between job design and quality
of work life,
?IDENTIFY the key elements linking job design and
performance,
?DEFINE the term job analysis,
?COMPARE the job design concepts of range and depth,
?DESCRIBE what is meant by perceived job content,
?IDENTIFY the different types of job performance outcomes,
?COMPARE job rotation with job enlargement,
?DISCUSS several approaches to job enrichment,
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-3
Refers to any and all
managerial efforts to create
jobs whether initially or
subsequently,
Job Design
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-4
Quality of Work Life (QWL)
is a management philosophy that enhances the
dignity of all workers; introduces changes in an
organization’s culture; and improves the physical
and emotional well-being of employees,
Job Design and Quality of Work Life
Indicators of QWL
Accident Rates
Sick Leave Usage
Employee Turnover
Number of Grievances Filed
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-5
Job Design Attempts To,
? Identify the most important needs of employees
and the organization
? Remove obstacles in the workplace that frustrate
those needs
Job Design and Quality of Work Life
Managers Hope the Results Will,
? Fulfill important individual needs
? Contribute to individual,group,and organizational
effectiveness
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-6
Job Performance Outcomes
Objective Outcomes
?Product,client,or service
characteristics for which the
jobholder is responsible
?Can be measured in
quantitative terms
Personal Behavior
Outcomes
?How the jobholder reacts to
the work itself
?Depends on how the
jobholder views outcomes
Intrinsic and Extrinsic
Outcomes
?Intrinsic - clearly related to
action on the workers’ part
?Extrinsic - worker’s efforts
with other factors not directly
related to the job
?Relationship between them
Job Satisfaction Outcomes
?Depends on how the
jobholder views outcomes
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-7
Job Satisfaction Outcomes
People differ in the importance
they attach to job outcomes
People differ in the extent that,
?Work is a central life interest
?They actively participate in work
?They perceive work as central to self-esteem
?They perceive work as consistent with self-
concept
People differ in their perception of equity
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-8
Job Analysis
Purpose is to provide an
objective description of the job
itself by gathering information
on three aspects,
Job content
Job context
Job requirements
Job Description
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-9
Job Requirements
?Education,experience,licenses,and
other personal characteristics expected
?May include Knowledge,Skills,Abilities
and Others (KSAOs)
?One widely used method is the Positional
Analysis Questionnaire (PAQ)
?Can be adapted to jobs of all types
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-10
Job Context
?Describes the environment within the
job is performed
?Includes factors such as,
Physical demands
Working conditions
Degree of accountability and responsibility
Extent of supervision required or given
Consequences of error
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-11
Relationships the nature and extent of jobholders’
interpersonal relationships,individually or within groups
Depth refers to the amount of discretion an individual has
to decide job activities and outcomes
Range refers to the number of tasks a jobholder performs
Job Design
Specifies Three Job Characteristics,
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-12
Perceived Job Content
Refers to characteristics of a job
that define its general nature as
perceived by the jobholder,
Objective
Properties Job Content
Subjective
Properties
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-13
Designing Job Range
Scientific Management Approach
? Targets specialization and routine nature of jobs
? Efficiency criteria
? Leads to narrow job range and higher levels of
discontent,turnover,absenteeism,and dissatisfaction
Job Range Approaches
? Strategies resulting in wider job range
? Increasing the requisite activities of jobs
? Job rotation - moving employees between jobs
requiring differing tasks
? Job enlargement - increasing the number of tasks an
employee performs; may involve worker-paced control
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-14
Job Enrichment
? Applies Herzberg’s two-factor theory
? Meet the psychological growth needs of employees
? Directs changes in job depth
? Requires changes in the nature and style of
management as well
? Focuses on core job dimensions like those in the
job characteristics model,
? Autonomy
? Feedback
? Skill variety
? Task identity
? Task significance
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-15
Job Enrichment
Opportunities for Change
? Direct feedback
? New learning
? Scheduling
? Uniqueness
? Control over resources
? Personal accountability
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-16
Self-Managed Work Teams (SMT)
?A job enrichment approach at the
group level,
?Relatively small group of individuals
?Empowered to determine their own
work assignments
?Responsible for an entire process
?Often select and evaluate their own
members
?Includes task forces,project teams,
quality circles,and new ventures
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-17
Alternate Work Arrangements
WHEN TO WORK
? Compressed workweek
? Alternate workweeks,
e.g.,4-40
? Flexible work schedules
or Flextime
? Staggered start and
finish times
? Job sharing
? Two or more workers
share one job
? Telecommuting
? Work from home
? Linked to the office
via
? Computer and/or
? Fax
? Most provide a high
degree of flexibility
WHEN TO WORK
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
6-18
Total Quality Management and
Job Design
Sociotechnology Theory
Interactions between
technical demands of jobs
and social demands
of workers
Total Quality Management
(TQM)
Product and process
improvements by empowering
employees to make quality-
related decisions
Both can meet demands of modern technology and
self-directed and self-motivated job behavior
Compatibility
