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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 6-6
Job Design and Quality of Work Life (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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 6-7
Job Design and Quality of Work Life (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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 6-8
Job Design and Quality of Work Life (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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 6-9
Job Design and Quality of Work Life (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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 Conceptual Model of Job Design and Job 6-10

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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 6-19

Job Analysis in Different 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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 6-20

Job Designs: The Results of Job 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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 6-21

Job Depth and Range: Differences in 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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 6-23
The Way People Perceive Their 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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 6-24
The Way People Perceive Their 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 people, whether inside or outside the
organization
-autonomy - the extent to which a job allows an employee
to make choices about scheduling different tasks and deciding
how to perform them
-feedback - the extent to which workers receive clear,
direct information about how well they are performing the
job
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 Designing Job Range: 6-26

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 Enrichment
6-27

(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
• Herzberg’s two-factor theory of motivation
is the impetus for designing job depth

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 Designing Job Depth: Job Enrichment
6-28

(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 Variety Experienced High Internal
Task Identity Meaningfulness Work Motivation
of Work
Task Significance
High-quality
Experienced Work Performance
Autonomy Responsibility for
Outcomes of Work High Satisfaction
with Work
Knowledge of
Actual Results of Low Absenteeism
Feedback
Work Activities and Turnover

Employee’s Growth
Need Strength
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 Steps that management can take to increase 6-30

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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 Teams and Job Design: 6-32

Key Characteristics to Address (1 of 3)

• Self-management. Refers to the team’s

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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 Teams and Job Design: 6-33

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 team’s work is valued and has
significance for both internal and external
stakeholders of the organization
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 Teams and Job Design: 6-34

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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 Job Embeddedness and Job Design
6-36

(1 of 2)

• Job embeddedness – refers to an

employee’s:
• 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 individual’s work, home, and
community activities and interests
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 Job Embeddedness and Job Design
6-37

(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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 6-38

Total Quality Management and Job 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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