Job Design, Participation, and Work Arrangement

Only available on StudyMode
  • Download(s) : 323
  • Published : July 6, 2011
Open Document
Text Preview
JOB DESIGN, PARTICIPATION,

AND WORK ARRAGEMENTS

Peter James D. Cortazar

MBA-TEP

HUMAN BEHAVIOR IN THE ORGANIZATION

DR. NERI S. PESCADERA

Dean, Graduate School of Management

November 19, 2010

JOB DESIGN, PARTICIPATION,
and WORK ARRANGEMENT

Topic Outline

A. DEFINITION OF TERMS:

- Primer

B. HOW CAN JOB DESIGN IMPROVE WORKER WELL-BEING AND WORKPLACE PERFORMANCE?

- Reducing Occupational Stress (Targetting the Individual) - If you can’t take the heat…
- Work Design
- Reducing Occupational Stress (Targetting the Company)

C. JOB DESIGN:

- A major cause of effective job performance is job design - Initial Step--Job Analysis
- Job Design and Quality of Work Life (QWL)
- Indicators of quality of work life Inflation and GDP
- Conceptual Model of Job Design and Job Performance
- Job design attempts
- Designing Job Range
- Designing Job Depth: Job Enrichment

D. JOB CHARACTERISTIC THEORY:

- How can we design a job that motivates people?
- The Job Characteristics Model
- Job Characteristics Theory
- Key Characteristics to Address
- Problems associated with job design
- Job Design: Key Characteristics to Address
- Alternative Work Arrangements

A. DEFINITION OF TERMS

PRIMER:

Job design is presented from an interdisciplinary perspective with an emphasis on how job design decisions can influence attitudes and work behavior within organizations. 

|Terms |Definitions | |Compressed work week |A situation in which employees work a full 40 hour week in fewer than the traditional five days | |Empowerment |The process of enabling workers to set their own work goals, make decision, and solve problems within | | |their sphere of responsibility and authority | |Flexible work schedules |These schedules give employees more personal control over the hours they work each week | |Job characteristics approach |Focuses on the motivational attributes of jobs | |Job characteristic theory |Identifies three critical psychological states: experienced meaningfulness of the work, experienced | | |responsibility for work outcomes, and knowledge of results | |Job design |How organizations define and structure jobs | |Job Enlargement |Involves giving workers more tasks to perform | |Job enrichment |entails giving workers more task to perform and more control over how to perform them | |Job rotation |Systematically moving workers from one job to another in an attempt to minimize monotony and boredom | |Job sharing |a situation which two or more part time employees share one full time job | |Job specialization |Advocated by scientific management. It can help improve efficiency, but can also promote monotony and | | |boredom. | |Participation |The process of giving employees a voice in making decisions about their own work | |Telecommuting |A work arrangement in which employees...
tracking img