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Job Design (Job design: process by which job tasks and authority are…
Job Design
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HERZBERG TWO FACTOR THEORYHygiene factors: policies, working conditions, job security, salary, benefits, relationships
(CONTEXT)Motivators: work itself, achievement, recognition, responsibility, opps for advancement
(CONTENT)
- hygiene factors det. dissatisfaction levels
- motivators det. satisfaction levels
- theory discredited by stimulated studies that gave rise to job enrichment
MODEL
JOB CHARACTERISTICS MODEL
(*HACKMAN & OLDHAM, 1976)Core job characteristics:
- skill variety
- task identity
- task sig
- autonomy
- feedback
Critical Psych states:
- exp. meaningfulness of work
- exp. resp. for outcomes
- knowledge of actual results of work
Individual work outcomes
- high intrinsic motivation
- high quality work-perf
- high sat. w/ the work
- low absenteeism + turnover
Moderators:
- growth-need strength
- knowledge and skill
- "context" sat.
- still relevant
- applicable to all jobs + workers
- needs to be extended (social interactions, personality traits, org context, well-bring, time constraints, work-life balance, generations, work type)
EXTENDING THE JCM
(Oldham & Hackman, 2010)
- if all JCT are satisfied --> internally motivated --> good perf
- however, other contributors of motivations are identified:
- social sources
- job crafting
- org context
- increasing prominence of teams # #
BOXALL - service industry
Difference in work today vs. work in the 70s:
manufacturing VS service work
- service work includes contact with customers + emotional demands
EVIDENCE
EFFECT OF CONTACT W/ BENEFICIARIES
( GRANT et al, 2007)
- found sig. diff b/w EEs that met the benefactors to those who had only rec'd a letter or no contact at all
- increased task sig!
EFFECTS OF JOB REDESIGN on perceptions, attitudes and behaviours (bank tellers)
(*GRIFFIN, 1991)
- increased feedback + autonomy as a job redesign enrichment intervention
- task redesign sig. altered EEs perceptions + new perceptions remained for the duration of study
- attitudes (sat. + commitment) increased initially but diminished to initial levels
- no change in perf after 6 months; sig. improvements after 24 and 48 mths
.: findings underscore need to retain work redesign as viable tool for enhancing EEs' work exp.
CHALLENGES
SOCIAL INFO PROCESSING
(Salancik & Pfeffer, 1978)
- argues work is socially constructed by env'tal cues from coworkers, supervisors, family and customers
- evidence shows both social info processing + objective job characteristics shape work perceptions/attitudes
- yet objective characteristics are stronger
JOB DEMAND-RESOURCES MODEL
(Demerouti et al, 2001)
- job resources buffer the strain of job demands
--> particularly influences motivation or work engagement when job demands are high
HUMPHREY ET AL
- social interactions + context explain variation in job sat.
KARASEK + THEORELL
- Demand control support
- (POS)/ social support is important to buffer demands
Autonomous work groups: self-managing w/in agreed targets/standards of perf
AWG ≠ teamwork
AWG --> devolving mgt
Teamworking --> requires active mgt
(WALL, 1986)
- AWG - high degree of self-determination
- substantial + lasting effect on EEs intrinsic job + temp. extrinsic job sat
- no effect on mental health
- no perf. gain
- clear productivity gain (same output, lower indirect costs e.g. lower mgt)
- increased turnover
- supervisors may feel threatened
- less impactful in where there is little variability in work practices + tech is simple
Requisite Task Attributes Index
(Turner & Lawrence, 1965)
- catapulted notion that worker response to task attributes is imp. factor of job design
- developed systematic classification of task attributes
- 6 dimensions: variety, autonomy, required knowledge + skills, responsibility, required social interaction, optional social interaction
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