WORK DESIGN DECISIONS

1
WORK DESIGN DECISIONS

• WHAT ARE THE TASKS TO BE PERFORMED?
• HOW SHOULD THEY BE COMBINED INTO JOBS?
• HOW SHOULD THE JOBS BE PERFORMED?
• ANALYSIS DESIGN OF WORK METHODS
• STANDARDS OF PERFORMANCE
• HOW SHOULD PEOPLE RESPOND TO THE JOB?
• ATTITUDES
• JOB SATISFACTION
• MOTIVATION
• HOW TO STRUCTURE THE JOBS TO BE EFFICIENT
  SATISFYING?

2
JOB REDESIGN POSSIBILITIES

• MAKING THE WORK LESS BORING MORE INTERESTING
• JOB DESIGN JOB SCOPE JOB DEPTH
• APPROACH (VARIETY) (AUTONOMY)
• JOB SPECIALIZATION LOW LOW
• JOB ROTATION INCREASES LOW
• JOB ENLARGEMENT INCREASES LOW
• AUTOMATION LOW INCREASES
• JOB ENRICHMENT INCREASES INCREASES
• - - - - - - - - - - - - - - - - - - - - - - - - -
  - - - - - - - - - - - - - - - - - - - - - - - - -
  - - - - - - -
• WALKER GUEST (52) SATISFACTION ON THE
  ASSEMBLY LINE
• SATISFIED WITH DISSATISFIED WITH
• PAY MECHANICAL PACING OF THE LINE
• WORKING CONDITIONS REPETITIVE NATURE OF THE
  WORK
• QUALITY OF SUPERVISION LOW SKILL REQMTS
  DEMANDS
• LIMITED SOCIAL INTERACTION

3
TWO-FACTOR THEORYHERZBERG (59)

• ASSUMPTIONS
• TWO DIFFERENT TYPES OF FACTORS INFLUENCE
  USHYGIENES MOTIVATORS
• THE OPPOSITE OF SATISFACTION IS NO
  SATISFACTION
• THE OPPOSITE OF DISSATISFACTION IS NO
  DISSATISFACTION
• ONLY MOTIVATING FACTORS LEAD TO SATISFACTION
• HYGIENES AT BEST LEAD TO NO DISSATISFACTION
• HYGIENES (EXTRINSIC) MOTIVATORS (INTRINSIC)
• WORKING CONDITIONS RESPONSIBILITY
• COMPANY POLICIES CHALLENGE OF WORK
• SUPERVISIOR MEANINGFUL WORK
• COWORKERS ACHIEVEMENT
• SALARY BENEFITS ACCOMPLISHMENT
• STATUS SYMBOLS GROWTH OPPORTUNITIES
• IMPLICATIONS
• ABUNDANT HYGIENES DO NOT MOTIVATE WORKERS, THEY
  ONLY PREVENT DISSATISFACTION
• ENRICH JOBS TO PROVIDE MOTIVATING, CHALLENGING
  WORK AND HIGH SATISFACTION

4
JOB DESIGN THEORYHACKMAN OLDHAM (76)

• JOB CHARACTERISTICS MODEL
• FIVE JOB DIMENSIONS PSYCHOLOGICAL STATES
• SKILL VARIETY
• TASK IDENTITY ? MEANINGFULNESS
• TASK SIGNIFICANCE (Leads to high internal work
  motivation)
• AUTONOMY ? PERSONAL RESPONSIBILITY
• (Leads to high quality work satisfaction)
• FEEDBACK ? KNOWLEDGE OF RESULTS
• (Leads to high satisfaction low turnover)
• - - - - - - - - - - - - - - - - - - - - - - - - -
  - - - - - - - - - - - - - - - - - - - - - - - - -
  - - - - - - - -
• EFFECTIVENESS IS MODERATED BY EMPLOYEE
  GROWTH-NEED STRENGTH
• CALCULATE THE MOTIVATING POTENTIAL SCORE TO
  DETERMINE IF THE JOB NEEDS TO BE REDESIGNED
• ARE YOUR WORKERS MOTIVATED BY INTRINSIC WORK
  FACTORS AND A STRONG NEED FOR ACHIEVEMENT (AN
  ENRICHED JOB)?

5

• HERZBERGS VERTICAL LOADING FACTORS
• (ACHIEVEMENT, GROWTH, RECOGNITION,
  RESPONSIBILITY)
• ACCOUNTABILITYHeld responsible for performance
• ACHIEVEMENT---Doing something worthwhile
  (Meaningful)
• FEEDBACK---Gets direct performance information
• WORK PACE---Able to set own work speed and rhythm
• CONTROL OVER RESOURCES---Controls how and when to
  do the job
• PERSONAL GROWTH DEVELOPMENT---Opportunity to
  learn new skills
• HACKMANS IMPLEMENTING CONCEPTS
• (Create a sense of MEANINGFULNESS,
  RESPONSIBILITY, KNOWLEDGE)
• COMBINE TASKS SKILL VARIETY
• FORM NATURAL WORK UNITS TASK IDENTITY
• ESTABLISH CLIENT RELATIONSHIPS TASK SIGNIFICANCE
• VERTICAL LOADING AUTONOMY
• OPEN FEEDBACK CHANNELS FEEDBACK

6
CRITICISMS OF JOB ENRICHMENT(JOB REDESIGN)

• HIGH COSTS
• TRAINING, DUPLICATE EQUIPMENT, PLANT REDESIGN
• SOME JOBS ARE ELIMINATED
• FEWER OPERATIVES, SUPERVISORS NEEDED
• ASSUMES WORKERS WANT RESPONSIBILITY, ETC.
• WHAT ABOUT WORKERS WITH LOW N-ACH?
• ENRICHMENT IS RELATIVE--EFFECTS MAY BE TEMPORARY
• DO WE NEED OCCASIONAL BOOSTER SHOTS TO KEEP
  GOING?
• SOME JOBS CANT BE ENRICHED
• WHAT DO WE DO TO AVOID JEALOUSY?
• USED AS A QUICK FIX FOR IMMEDIATE PROBLEMS
• HAVE WE REALLY CHANGED OUR PHILOSOPHY OF MGMT?
• IMPLEMENTED CHANGES ARE OFTEN WEAK MODEST
• COMPROMISES FROM WHAT WAS PLANNED
• INNOVATIONS ARE ERODED VANISH OVER TIME

7
WHEN MIGHT REDESIGN WORK?

• WHEN NEW UNITS ARE FIRST ESTABLISHED
• NO PAST HISTORY TO DEAL WITH
• NEW FACILITIES AND WORKERS
• WHEN THE SYSTEM BECOMES UNSTABLE
• (Seizing the opportunity!)
• TECHNOLOGICAL CHANGE
• CHANGE IN SENIOR MANAGEMENT
• NEW PRODUCT OR SERVICE INTRODUCED
• LEGISLATIVE OR REGULATORY CHANGES
• FLUCTUATIONS IN THE ECONOMY OR ENVIRONMENT
• 3. WHEN THE IMMEDIATE MANAGER WANTS IT
• LOCAL CHANGES (JUST WITHIN THE DEPARTMENT)
• MICRO REDESIGN
• MANAGEMENT MUST BE COMMITTED TO A NEW PHILOSOPHY

8
FLEXIBILITY WORKER CONTROL

• WORK SCHEDULE FLEXIBILITY
• 1. COMPRESSED WORK WEEK
• WORKER FATIGUE
• ISSUE OF OVERTIME
• DIFFICULTIES IN WORK SCHEDULING
• 2. FLEXTIME
• SUPERVISION COORDINATION IS MORE DIFFICULT
• ADEQUATE COVERATE OF WORK---HOW TO SCHEDULE?
• JOBS THAT REQUIRE ALL TO BE PRESENT
• 3. JOB SHARING / PART-TIME WORK
• COORDINATING WITH OTHER WORKERS
• INCREASED COST OF BENEFITS
• 4. TELECOMMUTING
• NO CONTACTS WITH OTHER WORKERSNO COORDINATION
• NO SUPERVISIONNOT EASY TO GET HELP WHEN
  NEEDED
• HOW PRODUCTIVE ARE YOU WHEN WORKING AT HOME?
• ISSUE OF LIABILITY WHEN WORK IS DONE AT HOME

9
FLEXIBLE BENEFIT PLANS(CAFETERIA BENEFIT PLANS)

• TYPES OF FLEXIBLE PLANS
• CORE
• MODULAR ( BASE PACKAGES)
• FLEXIBLE SPENDING ACCOUNTS
• HEALTH SAVINGS ACCOUNTS
• ADVANTAGES
• CAPS OR CONTAINS BENEFIT COSTS
• RAISES CONSCIOUSNESS RE BENEFIT COSTS
• PROVIDES WORKERS ONLY THE BENEFITS THEY DESIRE
• LIMITATIONS
• COST OF BENEFITS FLUCTUATES (ADVERSE SELECTION)
• PEOPLE MAKE IRRESPONSIBLE DECISIONS
• IRS RULINGS TAX LIABILITY ISSUES
• BOOKKEEPING ADMINISTRATIVE ISSUES