JOB DESIGN, PARTICIPATION,
AND WORK ARRAGEMENTS
Peter James D. Cortazar
HUMAN BEHAVIOR IN THE ORGANIZATION
DR. NERI S. PESCADERA
Dean, Graduate School of Management
November 19, 2010
JOB DESIGN, PARTICIPATION,
and WORK ARRANGEMENT
A. DEFINITION OF TERMS:
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
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...
References: Parker, S., & Wall, T. (1998). Job and Work Design, Organizing Work to Promote Well-Being and Effectiveness. Thousand Oaks, California, Sage Publications. (Paperback text available in POLY/CUNY bookstore)
Aronoff, S., & Kaplan, A., (1995) Workplace Diagnostics. In Total Workplace Performance: Rethinking the Office Environment (pp. 307-356).Ottawa, Canada, WDL Publications.
Selected Chapters from: Becker, F. & Steel, F. (1995) Workplace by Design.
Parker, S. K., & Ohly, S. (2008). Designing motivating work. In Kanfer, R., Chen, G., & Pritchard, R. Work motivation: Past, present and future. A SIOP Frontier Series volume. Lawrence Erlbaum.
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