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1
Chapter 15Individual Performance and Job
Design
Planning AheadWhat is the meaning of work?What influences job satisfaction and
performance?How can jobs be enriched?What are alternative work arrangements?How can job and work stress be
managed?
2
The Meaning of Work
Psychological Contracts
Informal understanding about what an individual gives to and receives from an organization
3
The Meaning of Work
Psychological Contracts
Ideal work situation is one that is considered fair
When contract is broken, morale problems develop
4
The Meaning of Work
Work-Life Balance
fit between one’s job and personal or family needs
stress occurs if there is not balance between work and personal life
5
Job Satisfaction and Performance Job
collection of tasks performed in support of organizational objectives
Job Designprocess of creating or defining jobs by
assigning specific work tasks to individuals and groups
6
Job Satisfaction and PerformanceJob Satisfaction
degree to which an individual feels positively or negatively about various aspects of the jobless turnover and absenteeism
among satisfied workers
7
Job Satisfaction and PerformanceJob Involvement
extent to which an individual is dedicated to a job
Organizational commitmentloyalty of individual to the
organization
8
Job Satisfaction and PerformanceJob Performance
quantity and quality of tasks accomplished by an individual or group at workvalue-added criterion
9
Job Satisfaction and Performance
High-performance equation:
Performance = Ability x Support x Effort
10
Job Satisfaction and Performance
Performance begins with abilityrequires supportinvolves effort
11
Job Design Issues and AlternativesJob Simplification
standardizing work proceduresemploying people in well-defined
taskscan result in boredomextreme form is automation
12
Job Satisfaction and PerformanceJob Rotation and Job
EnlargementJob Rotation
increases task variety by shifting workers between different jobs
– regular– periodically
keeps managers informed about job demands
13
Job Satisfaction and PerformanceJob Rotation and Job
Enlargement Job Enlargement
increases task variety by combining two or more tasks previously assigned to other workers– horizontal loading
14
Job Satisfaction and Performance
Job Enrichmentbuilding more opportunities
for satisfaction into a jobjob depth (vertical loading)
15
Job EnrichmentJob Characteristics Model
diagnostic approach to job enrichment.
five core job characteristics.job high in core characteristics
is enriched.
16
Job EnrichmentCore Characteristics of Job
Characteristics Modelskill varietytask identitytask significanceautonomyfeedback
17
Job Enrichment
Critical Psychological States of Job Characteristics Model
meaningfulness of workresponsibilities for work outcomesknowledge of actual results of work
activities
18
Job EnrichmentJob satisfaction is influenced by
psychological statesPsychological states are
influenced by core job characteristics
Not everyone is affected in the same way
19
Job Enrichment
Improving Core Characteristicsform natural work unitscombine tasksestablish client relationshipsopen feedback channelspractice vertical loading
20
Job Enrichment
Technology and Job EnrichmentSociotechnical Systems
using technology to best advantage, while treating people with respect
Roboticsuse of computer controlled machines to
completely automate work tasks
21
Alternative Work ArrangementsCompressed Workweek
schedule that allows a full-time job to be completed in less than standard 5 days of 8-hour shifts
22
Alternative Work Arrangements
4-40 (also known as 4-10) employees work 4 days, 10 hours
each dayincreased leisure time, lower
commuting costsincreased fatigue, family scheduling
problems, union objections
23
Alternative Work Arrangements
Flexible Working Hoursany work schedule which gives
employees some choice in daily work hourscore time - all employees must be at workallows employees to schedule around
personal and family responsibilities
24
Alternative Work Arrangements
Job Sharingone job is split between two or more
personsdaily, weekly or monthly arrangements
Work Sharingagreement between employees to cut
back work hours to avoid layoffs or termination
25
Alternative Work Arrangements
Telecommutingwork arrangement that allows a
portion of scheduled work hours to be completed outside of the office
26
Alternative Work Arrangements
TelecommutingAdvantages
reduced commutingincrease productivityfewer work distractionsflexible hours
27
Alternative Work Arrangements
TelecommutingDisadvantages
loss of visibility for promotionworking too muchdifficulty separating work and
personal life
28
Alternative Work Arrangements
Part-Time Workwork less than 40 hours and does
not qualify employee as full-timecontingency workers
part-timers who supplement full-time workforce, often on a long term basis
29
Stress and Stress Management
Stress state of tension
experience by individuals facing extraordinary demands, constraints or opportunities
30
Stress and Stress Management
Sources of Stresswork factors
too high or too low task demandsrole conflicts or ambiguitiespoor interpersonal relationstoo slow or too fast career progress
31
Stress and Stress Management
Sources of Stresspersonal factors
Type A personality
nonwork factorsfamily eventseconomicspersonal affairs
32
Stress and Stress Management
Consequences of Stressconstructive stress
acts as a positive influence– increased effort, creativity, productivity
destructiveacts as a negative influence
– increased absenteeism, turnover, errors, illness
– decreased productivity
33
Stress and Stress Management
Managers should be skilled at dealing with workplace stresshumanitarianismproductivitycreativityreturn on investment
34
Stress and Stress Management
Personal Wellnesspursuit of personal and mental potential
though a personal health-promotion programexercise/physical fitnesssmoking controlhealth risk appraisalsnutrition educationhigh blood pressure control