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4/9/2011

4/9/2011

Taylorism and Scientific Management Job rotation Job enlargement Herzberg Job enrichment Model Hackman and Oldhams Job Characteristics Model (JCM)

4/9/2011

Job Characteristics Model (JCM)


Five core job dimensions 1. Skill variety (SV) 2. Task identify (TI) 3. Task significance (TS) 4. Autonomy 5. Feedback Three critical psychological states Meaningfulness of the work Personal responsibility for outcomes of work Knowledge of the actual results of the work
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Personal and work outcomes


High internal work motivation High quality work performance High satisfaction with the work Low absenteeism and turnover (SV + TI + TS)

MPS = 3 Moderators

X Autonomy X Feedback

Knowledge & skill, GNS, Context satisfaction


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Moderators recognition of individual differences Valuable guidance to managers - specific job characteristics to be considered

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Empirical assessment of JCM Disagreement on the conceptual & methodological soundness of researches done Who will perceive a link between work performance and satisfaction? Individual with higher order needs
Applying VIE theory they should be highly motivated to perform There is only a small positive correlation between satisfaction and performance in the range of 0.14

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Social, cultural & attributional biases influence Failure to reognise may result in poor job design Contextual & economic factors may act as moderators Research evidence shows only limited support for JCM Employees perceptions of improved job content resulted in their experiencing higher job satisfaction However, no significant improvement in their job performance

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Hackman and Oldham stated that peopole with low Growth Need Strength (GNS) would not respond strongly t job redesign Factors influencing job satisfaction, motivation and satisfaction are different Improved performance could result from extrinsic motivation If the link between effort, performance & rewards are clear - higher performance in individual work settings than in group settings`

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Kelly suggests pay rise and job losses could have resulted in increased performance Removal of structural inefficiencies could lead to increased job performance

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Flexible workgroups Kelly High performance work design Buchanan Self-regulating work groups Grayson

Features:
Team is given a whole/considerable part of the job Team members themselves decide how the task is to be completed - a high degree of discretion

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The effectiveness of teamworking


Taylor was against work groups as he considered it as bad for orgnl effectiveness He said that they would engage in systematic soldiering when allowed to work together Break the power of work groups and exercise direct control over the work process Human Relations school argued that work groups are naturallyforming phenomenon Individuals have basic psychological need for groups membership Failure to meet this need would result in absenteeism, labour turnover and disenchantment will result from isolation and alienation
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Formation of groups cannot be left to chance Advantages of teams: 1. Is good - in socio-psychological sense 2. Useful in promoting innovation and creativity 3. Promotes commitment 4. Peer pressure - prevent shirking 5. Helps reduce supervisory managerial headcount

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Developing effective teams Development of teams cannot be left to chance Some important training implications are:
Interpersonal skills Example: Group problem solving Effective running of meetings Communication skills Handling group conflicts Technical skills Example - Quality management techniques and Maintenance skills

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Supervisory style Role one that of facilitator and coach Assessing the impact of teamworking Evidence suggests that the manner in which teamworking is implemented varies considerably between different companies The manner in which teamworking is practiced determines its impact

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