Describe How Job Rotation, Job Enlargement, and Job Enrichment Work. (text p.
298; ppt slides: 8.5 – 8.6). Job Redesign Techniques. Job redesign techniques ...
184
Chapter 8
Your behaviors will make a difference in your career advancement. You need to understand how your behaviors affect others. You may need to change some behaviors to have a greater change for success in your career. For example, you should be a good listener and not interrupt someone else who is speaking. Although you need positive feedback, be careful how much you request. Do not tell old war stories over and over again. Ask questions and show an interest in what another person is saying. Do not act like a robot, instead smile and show some emotion. Be careful about being too judgmental in expressing your ideas. In times of need, extend a helping hand to others, regardless of how you feel personally. You cannot have your way all the time. Allow others to give their ideas and show an interest in their work and ideas. Show that you appreciate other people’s efforts by telling them “thank you”.
ANNOTATED LECTURE/OUTLINE Out of Sight, but Not Out of Mind The technology revolution has changed not just the way employees do their job but also the location when some of them work. Because of computers, cell phones, fax-modems, and pagers, many employees work at home or other locales outside the office. Georgia Power, winner of the Innovation Award for the National Telecommuting Advisory Council, has 250 employees who telecommute on a part-time or full-time basis. A benefit if telecommuting is that it helps organizations to maintain their personnel by allowing them to balance family and work responsibilities. A related benefit of teleworking is that it allows companies to recruit nationwide and sometimes worldwide; Internet recruiting is likely to increase in the future. Work in America Many workers are bored and feel no challenge or desire to do a good job. What can management do about this? The organization can do nothing, offer more money, replace workers with machines, or redesign the work to make it meaningful. There is a growing need to give workers more challenge, an entire task, an opportunity to use advanced skills, an opportunity for growth, and a chance to contribute their ideas. Notes________________________________________________________________________ ____________________________________________________________________________ ___________________________________________________________________ Copyright © 2008 by Thomson Learning, Inc.
Job Redesign and Job Enrichment
185
1. Explain What Job Design is all About (text p. 297; ppt slide: 8.4)
The Nature of Job Redesign Job redesign refers to any work changes that increase work quality or productivity. Under this term can be included job design techniques as job rotation, job enlargement, and job enrichment: job redesign improves organizational efficiency. Job redesign alters the basic relationship between the worker and the job without attempting to change attitudes first; it helps regain a worker’s good feeling about doing a job well. Sometimes, job redesign brings other opportunities for initiating organizational change and provides a basis for developing and using the organization’s resources. Notes________________________________________________________________________ ____________________________________________________________________________ ________________________________________________________________________
2. Describe How Job Rotation, Job Enlargement, and Job Enrichment Work (text p. 298; ppt slides: 8.5 – 8.6)
Job Redesign Techniques Job redesign techniques are methods used to change work procedures and, depending on the situation, to increase or decrease work demands; these techniques are useful for morale problems. If individuals feel challenged by work and are convinced their jobs are important, morale remains high. Job Rotation Fig. 8.1 In job rotation, the worker moves from one job to another. Continually moving the workers keeps them more interested than if they each did the same thing day after day; it also provides the perspective of how each job fits into the workflow. An individual’s identification with the final output increases, and workers turn from narrow specialists who can do one task to generalists who can do many.
Copyright © 2008 by Thomson Learning, Inc.
186
Chapter 8
Job Enlargement Job enlargement gives the worker more authority in planning and controlling the work; usually the new work is similar to what the person has done before. If Joe wires, Ralph solders, and Mary tests, the enlarged jobs allow each to perform all three functions; efficiency is achieved by not having to pass the product from one to another. There is the psychological reward associated with completing a unit rather than a task on a product. Researchers report that job enlargement leads to job satisfaction and improved quality of work. Job Enrichment Job enrichment gives the worker more authority in planning and controlling the work; it builds into the job psychological motivators as described by Herzberg’s two-factor theory. Research reveals that firms such as AT&T have had success with job enrichment. However, job enrichment is not without costs and those without enough determination to do it properly will often fail; this is true if they fail to consider job core dimensions. Notes________________________________________________________________________ ____________________________________________________________________________ ________________________________________________________________________
3. Describe the Five Core Job Dimensions and Illustrate Selected Enrichment Principles that Help to Create These Dimensions (text p. 299; ppt slides: 8.7 – 8.8)
Core Job Dimensions Why do redesign techniques often lead to increases in productivity and higher satisfaction among employees? It has been found that certain dimensions can be build into the work that will bring about higher output, lower absenteeism, higher quality, and greater internal work motivation. Core job dimensions are characteristics that make work more motivational: skill variety, task identity, task significance, autonomy, and feedback. Research shows that when these core job dimensions are present, morale and job satisfaction tend to increase and, when not present, morale and job satisfaction often decrease. Copyright © 2008 by Thomson Learning, Inc.
Job Redesign and Job Enrichment
187
Skill Variety Skill variety is the degree to which jobs require a completion of different activities; the most common types of skills are motor skills and intellectual skills. Motor skills help with performance tasks, whereas intellectual skills are used with “thinking” tasks; of a job uses both, it provides greater variety. Task Identity Task identity involves the degree to which a job requires completion of an identifiable piece of work; the more an individual does on a job, the more he identifies with the task. Assembly-line employees who put a bolt on the car have little task identity; those who complete a major part of the car as a member of a group has much greater task identity. Task Significance Task significance is the degree to which a job has a substantial impact on others; employees who see how their work influences others tend to be more motivated. Autonomy Autonomy is the degree to which a job provides the worker with freedom in carrying it out; as people plan and execute assignments, they develop feelings of strong personal responsibilities. Feedback Feedback is the degree to which the work provides the worker with performance information; feedback allows people to monitor their own work rather than depend on others.
Notes________________________________________________________________________ ____________________________________________________________________________ ________________________________________________________________________
4. Explain the Significance of MPS and Job Profiling Charts (text p. 302; ppt slides: 8.9 – 8.10)
Motivating Potential Score Fig. 8.2 The motivating potential score measures the presence of core job dimensions: MPS = (Skill Variety + Task Identity + Task Significance) × Autonomy × Feedback. 3 Copyright © 2008 by Thomson Learning, Inc.
188
Chapter 8
If the organization wants to redesign jobs so the employees are motivated, it must build in autonomy, feedback, and at least one of the three remaining dimensions. If, for example, autonomy or feedback is lacking, the dimensions will be zero because these two dimensions are multiplied. Researchers have found that if these dimensions are present, individuals with high growth needs will be more motivated, productive, and satisfied than if they work without them. Job Profile Charts A job profile chart helps to identify core job dimensions. In Fig. 8.2, Job 1 is low on skill variety, task identity, and task significance; if it can be enriched, the job can be redesigned and those charged with redesign know where to begin. Some jobs cannot be enriched (e.g., adding task significance to a dishwasher’s job)
Notes________________________________________________________________________ ____________________________________________________________________________ ___________________________________________________________________
5. Discuss Five Job Enrichment Principles (text p. 303; ppt slides: 8.11 – 8.13)
Job Enrichment Principles Fig. 8.3 Many ways exist of enriching jobs so as to provide more meaningful work: • • • • •
Formation of natural work units Establishment of worker-client relationships Combining tasks Vertical loading Opening of feedback channels
Formation of Natural Work Units One way of enriching jobs is through the formation of natural work units, in which the employee obtains some ownership of the work. Responsibility for all work requested by one department is assigned to one typist; instead of typing one part of a large report, the typist now types it all and identifies with the task.
Copyright © 2008 by Thomson Learning, Inc.
Job Redesign and Job Enrichment
189
The formation of natural work units contributes to two core job dimensions: task identity and task significance. Establishment of Worker-Client Relationships If worker can come in contact with clients, job commitment and motivation will be enhanced. Establishing worker-client relationships can contribute to three core dimensions: skill variety, autonomy, and feedback. Skill variety increases because the worker exercises interpersonal skills; autonomy increases because the person is given responsibility for managing the relationship. Feedback increases because the worker receives praise or criticism for his output. Combining of Tasks The principle of combining tasks is based on the assumption that higher work motivation can result when a series of simple tasks is combined to form a new and larger work module. Vertical Loading Vertical loading closes the gap between the doing and controlling aspects of the job. Some ways to vertically load a job include: • Give the worker responsibility for deciding work methods and training others • Provide increased freedom to the worker, including decisions about start/stop times • Encourage workers to do their own troubleshooting and manage work crises. • Provide workers with increased knowledge of the financial aspects of the job Opening of Feedback Channels There are ways of opening feedback channels so each worker can monitor his performance. One way is to establish direct worker-client relationships by which the individual can learn what the client likes or dislikes about the product or service being provided. Another is to place as much control as possible in the hands of the worker. This overcomes one of the main human relations problems—failure to tell people how well they are doing. Notes________________________________________________________________________ ____________________________________________________________________________ ________________________________________________________________________
Copyright © 2008 by Thomson Learning, Inc.
190
Chapter 8
6. Cite Some Illustrations of Job Enrichment in Action (text p. 307)
Job Enrichment in Action Numerous firms have successfully applied the job enrichment concepts. General Electric Company Table 8.1 GE relies on change and innovation; the focus of many efforts is to rewrite management, tap employee brainpower, reduces the role of the boss, and gives more authority to the workers. This is accomplished through the “workout,” an approach in which the personnel identify problems and form teams to solve them. A typical workout session lasts two to three days and involves forty to one hundred people from all ranks and functions in the company; one group did a job for $16,000 versus the $96,000 bid. GE developed a flat structure with fewer hierarchical levels and close cooperation among departments and project groups who share ideas and information. Southwest Airlines One of the reasons that Southwest is consistently rated number 1 is that the airlines created a high team spirit by putting the employee, not the customers, first. Pilots help flight attendants clean the airplane or assist the ground crew in loading baggage. The firm has a culture committee that regularly visits all stations, infusing corporate culture, reiterating company history, and motivating employees to maintain the spirit. CEO Herb Kelleher believes that giving people flexibility empowers them to do what is right. To stay ahead, Southwest implements technology and restructures jobs to fit current needs; Southwest was the first to establish a homepage on the Internet. Notes________________________________________________________________________ ____________________________________________________________________________ ________________________________________________________________________
Copyright © 2008 by Thomson Learning, Inc.
Job Redesign and Job Enrichment
7. Discuss Four Current Challenges in Job Design (text p. 309; ppt slide: 8.14)
Current Challenges in Job Design Job design is a very important issue in human relations; some additional challenges include job design, job enrichment, new workplace designs, teleworking, and contract workers. New Work Place Designs To motivate personnel and create a more conducive work environment, many organizations are introducing new workplace designs. Procter & Gamble’s new building design facilitates teamwork by project groups; the building has “huddle rooms” strategically placed where teams can come together and brainstorm. Small firms are discovering that careful workplace design can increase productivity. Another development in workplace design is to give people more control over their physical environment; West Bend Insurance has a system that allows employees to adjust the temperature. Herman Miller, a firm famous for designing cubicles, created a system, which offers options; workers can raise or lower a table to work standing or seated. Increasing Use of Telework Closely linked to new workplace designs is the use of telework, which falls under flexible work arrangements, recognized as a fundamental component of organizational restructuring. A virtual team is boundaryless with participants linked by telecommunications and technology across organizations, functions, and geography. Virtual teams tend to be geographically dispersed, time dependent, and project based. Two of the major human relations challenges that telecommuting presents to firms include choosing the telecommuters and determining who will supervise them. Suggestions for becoming a successful teleworker include: Establishing a routine Establishing goals Setting deadlines Avoiding distractions Maintaining regular communication with your manager Being accessible Copyright © 2008 by Thomson Learning, Inc.
191
192
Chapter 8
Researchers found that telecommunication managers need important traits: Set goals and communicate plans to employees Identify resources and structure the organization Motivate and develop people Foster cooperation and resolve conflicts Monitor performance and evaluate work Certain behaviors are critical to telecommuting success; organizations are looking for people who can effectively work at home and remain committed to their jobs. Dealing with Contract Workers A related challenge is dealing with hourly workers with no medical or retirement benefits. One advantage of this arrangement is that it helps many workers meet specific objectives— college students taking classes part-time and working twenty hours per week. Some individuals who depend solely on part-time work find that making a living can be hard; the outcome of a recent UPS strike was to give better opportunities to part-time workers. Managing Hard-to-Keep Employees Many groups present challenges to today’s organizations—single mothers, nonconformists, and others must be managed properly. Many single mothers are not highly educated and hold low-paying jobs; those offering better compensation packages are likely to lure such workers away. Another group of hard-to-keep employees are nonconformists; these individuals exhibit a number of attitudes (e.g., these individuals like to set their own work hours). A third group of hard-to-keep employees are those who are highly educated and experienced and make major contributions to both productivity and profit; competitors seek them. Research shows that high-performing employees leave their jobs because they feel undervalued, have a job with insufficient challenge, and lack opportunity for advancement. American firms are copying European companies where the labor market is tighter, and one of the best ways of attracting new talent is to lure it away from the competition. To prevent this, European companies design retention strategies such as time off and money to pursue an interest (e.g., a trip around the world, a painting studio). European firms alter work schedules to fit the personal needs of their employees (e.g., reduction of non-essential tasks and more technology training). Many companies emphasize providing personal recognition to employees who do exceptional work (e.g., Stew Leonard’s foods); many companies have programs to retain personnel. Copyright © 2008 by Thomson Learning, Inc.
Job Redesign and Job Enrichment
193
Stew Leonard’s promotes from within, has n employee profit sharing program, and a “Mom’s Program” that provides working mothers with flexible hours. Stew Leonard’s also developed a recognition program to celebrate seniority and added training class to continue to grow team members. Other companies teach managers how to give positive reinforcement to their people.
Notes________________________________________________________________________ ____________________________________________________________________________ ________________________________________________________________________
8. Explain How to Manage Your Career More Effectively (text p. 318)
Manage Your Career Effectively Your challenge is managing your career effectively. The most successful people do not allow their career paths to develop randomly. Career planning emerged as a way of helping employees advance by moving in a zigzag pattern through the organization. Being mentored is one of the most important predictors of a successful career. Do not limit the search, mentors are often found outside the area where you work. Outside contacts are important in managing your career. Line jobs that deal directly with the functions of the business are viewed as making more important contributions than staff jobs that advise or assist the line positions. Achieving short-term goals will help maintain your motivation and you desire to produce quality work. Many smaller firms offer attractive employment packages and opportunities for advancement. They can provide the experience that is required to qualify for jobs in larger firms. A growing practice in firms today is that of coaching. Your behaviors will affect your career. One of the first things you need to do is to understand your behaviors and how they affect other people.
Copyright © 2008 by Thomson Learning, Inc.
