6-1

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 6-2

Chapter
6
Job Design, Work, and
Motivation

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 6-3

The jobs that people perform in

organizations are the building
blocks of all organization
structures.

A major cause of effective job

performance is job design.

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 6-4

Job Design
Job design process by which managers
decide individual job tasks and authority

Job redesign process by which managers

reconsider what employees are expected to
do

The well-being of organizations and people

relates to how well management designs jobs
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 6-5

The issue of
designing jobs has
gone beyond the
determination of
the most efficient
way to perform
tasks

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 Job Design and Quality of Work Life 6-6

(QWL)
(1 of 4)

Quality of work life (QWL)

management philosophy that
Enhances the dignity of all workers
Introduces cultural change in an
organization
Improves the physical and emotional well-
being of employees

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 Job Design and Quality of Work Life 6-7

(QWL)
(2 of 4)

Indicators of quality of work life include:

Accident rates
Sick leave usage
Employee turnover
Number of grievances filed

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 Job Design and Quality of Work Life 6-8

(QWL)
(3 of 4)

The continuing challenge to management

is to provide for QWL and to improve
production, quality, and efficiency through
revitalization of business and industry
Job design attempts to:
identify the needs of employees and the
organization
remove obstacles in the workplace that frustrate
those needs
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 Job Design and Quality of Work Life 6-9

(QWL)
(4 of 4)

Managers hope that the results are jobs

that:
fulfill important individual needs
contribute to individual, group, and organizational
effectiveness

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 6-10
Conceptual Model of Job Design and
Job Performance

Social
Job context setting
differences

Perceived job Job

Job content Job analysis Job design content performance

Job Individual
requirements differences

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 6-11

Job Performance Outcomes

Personal
Objective
Behavior
Outcomes
Outcomes

Intrinsic and Job

Extrinsic Satisfaction
Outcomes Outcomes

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 6-12

Job Analysis (1 of 2)

The purpose of job analysis is to provide

an objective description of the job itself

The result of job analysis is a job

description

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 6-13

Job Analysis (2 of 2)

Job analysis gathers and identifies

information about three aspects of all
jobs:
Job content
Job requirements
Job context

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 6-14

Job Content
Refers to the activities required of the job
factors that define the general nature of a
job
Can be described as
broad in scope, or
narrow in scope

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 6-15

Functional Job Analysis (FJA)

Describes job content in terms of:
1. What the worker does in relation to data, people, and
jobs
2. What methods and techniques the worker uses
3. What machines, tools, and equipment the worker
uses
4. What materials, products, subject matter, or services
the worker produces

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 6-16

Job Requirements (1 of 2)

Refer to education, experience, licenses, and

other personal characteristics an individual
needs to perform the job content

Position analysis questionnaire (PAQ),

takes into account human characteristics as
well as task and technological factors of jobs
and job classes

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 6-17

Job Requirements (2 of 2)
The PAQ identifies and analyzes the
following job aspects:
1. Information sources critical to job performance
2. Information processing and decision making
critical to job performance
3. Physical activity and dexterity required of the job
4. Interpersonal relationships required of the job
5. Reactions of individuals to working conditions

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 6-18

Job Context
Job context refers to factors such as the:
Physical demands and working conditions of the job
Degree of accountability and responsibility
Extent of supervision required or exercised
Consequences of error

Job context describes the environment

within which the job is to be performed
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 Job Analysis in Different 6-19

Settings
Jobs in the Factory Jobs in the New
Specialization Economy
Human factors
Motion and time
Technology
study
Knowledge workers
Work simplification Team-based
Standard methods Broadly stated job
descriptions

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 Job Designs: The Results of Job 6-20

Analysis
Job range
Number of tasks a person is expected to perform
while doing a job
The more tasks required, the greater the job range

Job depth
Degree of influence or discretion that an individual
possesses to choose how a job will be performed

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 Job Depth and Range: Differences in 6-21

Selected Jobs

High
College professors College presidents

Hospital anesthesiologists Hospital chiefs of surgery

Business packaging machine mechanics Business research scientists

Job depth

College instructors College department chairpersons

Hospital bookkeepers Hospital nurses

Low Business assembly-line workers Business maintenance repair workers

Job range
Low High
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 6-22

Job Designs: Job Relationships

Determined by managers decisions regarding
departmentalization bases and spans of
control
The wider the span of control, the larger the
group and, consequently, the more difficult the
establishment of friendship and interest
relationships
The basis for departmentalization also
impacts job relationships

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 The Way People Perceive Their 6-23

Jobs (1 of 2)
Perceived job content specific job
activities and general job characteristics
as perceived by individuals performing the
job
Two individuals doing the same job may
have the same or different perceptions of
job content

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 The Way People Perceive Their 6-24

Jobs (2 of 2)
If managers desire to increase job
performance by changing perceived job
content, they can change:
Job characteristics
Individual perceptions
Social settings

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 6-25

The five core characteristics are:

-skill variety - the extent to which a job requires
a person to use a wide range of different skills
and abilities
-task identity - the extent to which a job
requires a worker to perform all the tasks needed
to complete the job from beginning to end
task significance - the extent to which a job
affects the lives of other
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 6-26
Designing Job Range:
Job Rotation and Job Enlargement
Job Rotation Job Enlargement
Moving individuals from Increasing the number of
one job to another tasks for which an
Individual completes more individual is responsible
job activities because Increases job range, but
each job includes different not depth
tasks
Involves increasing the
range of jobs and the
perception of variety in
job content
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 Designing Job Depth: Job 6-27

Enrichment
(1 of 2)
The practice of increasing discretion
individuals can use to select activities and
outcomes
Increases job depth and accordingly
fulfills growth and autonomy needs
Herzbergs two-factor theory of motivation
is the impetus for designing job depth

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 Designing Job Depth: Job 6-28

Enrichment
(2 of 2)
Managers can provide employees with
greater opportunities to exercise discretion
by making the following changes:
Direct feedback
New learning
Scheduling
Uniqueness
Control over resources
Personal accountability
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 6-29

The Job Characteristics Model

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

Employees
Employees Growth
Growth
Need
Need Strength
Strength
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 6-30
Steps that management can take to
increase core job dimensions:

1. Combining task elements

2. Assigning whole pieces of work (i.e., work
modules)
3. Allowing discretion in selection of work methods
4. Permitting self-paced control
5. Opening feedback channels

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 6-31
Problems associated with job design
include:
1. Unless lower-level needs are satisfied, people will not
respond to opportunities to satisfy upper-level needs
2. Job design programs may raise employees
expectations beyond what is possible
3. Job design may be resisted by labor unions who see
the effort as an attempt to get more work for the same
pay
4. Job design efforts may not produce tangible
improvements for some time after the beginning of the
effort
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 6-32
Teams and Job Design:
Key Characteristics to Address (1
of 3)
Self-management. Refers to the teams
ability to
set its own objectives
coordinate its own activities
resolve its own internal conflicts
Participation. The degree to which all
members of the team are encouraged
and allowed to participate in decisions

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 6-33
Teams and Job Design:
Key Characteristics to Address (2
of 3)
Task variety. The extent to which team
members are given the opportunity to
perform a variety of tasks and use
different skills

Task significance. The degree to which

the teams work is valued and has
significance for both internal and external
stakeholders of the organization
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 6-34
Teams and Job Design:
Key Characteristics to Address (3 of 3)

Task identity. The degree to which a

team completes a whole and separate
piece of work and has control over most
of the resources necessary to
accomplish its objectives

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 6-35

Alternative Work Arrangements

Flexible work Benefits to companies of
arrangements include: flexible work programs:
Job sharing Higher recruitment and
Flextime retention rates
Telecommuting Improved morale
Virtual teams Lower absenteeism and
tardiness
Higher levels of
employee productivity

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 6-36
Job Embeddedness and Job Design
(1 of 2)

Job embeddedness refers to an

employees:
links with other people and teams within the
organization
perceptions of their fit with their job, organization, and
community
sacrifices that would be made if he/she left the job
It is like a net or web that can expand
across an individuals work, home, and
community activities and interests
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 6-37
Job Embeddedness and Job Design
(2 of 2)

Managers can increase job embededdness

by:
Placing employees on teams that are compatible with
their skill set and personality
Supporting the idea of flexible work scheduling to
allow their employees to pursue some non-work
hobbies and volunteer leadership opportunities
This will help decrease turnover of key
employees
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 Total Quality Management and Job6-38
Design
Total quality management (TQM) combines
technical knowledge and human knowledge
Managers who implement TQM, design
jobs that empower individuals to make
important decisions about product and
service quality
The empowerment process encourages
participative management, team-oriented
task modules, and autonomy
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