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Job design. What is job design and why is it important? What are the approaches used in designing jobs?. Job design. What is a job? What is job design? Job design approaches Scientific management approaches. Psychological approaches. Scientific management approach .

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Presentation Transcript
Job design l.jpg
Job design

  • What is job design and why is it important?

  • What are the approaches used in designing jobs?


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Job design

  • What is a job?

  • What is job design?

  • Job design approaches

    • Scientific management approaches.

    • Psychological approaches.


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Scientific management approach

  • A.K.A. as industrial engineering.

  • Focus on efficiency.

  • Job simplification is one method.


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Psychological approach

  • Motivation results from work that provides intrinsic rewards.

    • These rewards satisfy higher-order needs of esteem and growth.

  • The job characteristics model follows the psychological approach to work redesign (see Exhibit 14.8).

    • Core job dimensions

    • Critical psychological states/outcomes

    • Employee growth-need strength.


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Core job dimensions

  • Examine job traits to determine job’s motivational potential.

    • Skill variety

    • Task identity

    • Task significance

    • Autonomy

    • Feedback


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Skill variety

  • Number of different skills and talents required.

  • Job rotation is one method.


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Task identity

  • Degree to which an employee performs a total job with a recognizable beginning and end.

  • Job enlargement is one method.


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Task significance

  • Degree to which the job is perceived as important and having impact on the company or consumers.

  • Job enlargement can also increase task significance.


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Autonomy

  • Degree to which the worker has freedom, discretion, and self-determination in planning and carrying out tasks.

  • One method that attempts to increase job autonomy is job enrichment.


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Feedback

  • The extent to which the job provides information back to the employee about his/ her performance.

  • When job design itself cannot provide direct feedback, need to obtain feedback from supervisors or peers.


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Critical psychological states/outcomes

  • Intrinsic rewards from job traits

    • Skill variety, task identity, and task significance-> experienced meaningfulness of work.

    • Autonomy -> experienced responsibility.

    • Feedback -> knowledge of work results.

  • The psychological states leads to personal and work outcomes


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Employee growth-need strength

  • Moderating factor: people have different needs for growth and development.


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