《组织行为管理学》英文版 chap 6 Job design

Organizational Behavior and Management Sixth Edition lvanceyich Matteson

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved

CHAPTER 6 Job Design dESCRibe the relationship between job design and quality of work life .DENTIFY the key elements linking job design and performance DEFiNE the term job analysis COMPARE the job design concepts of range and depth desCRibe what is meant by perceived job content DENTiFY the different types of job performance outcomes COMPARE job rotation with job enlargement .DISCUSS several approaches to job enrichment

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 6 C H A P T E R Job Design ⚫DESCRIBE the relationship between job design and quality of work life. ⚫IDENTIFY the key elements linking job design and performance. ⚫DEFINE the term job analysis. ⚫COMPARE the job design concepts of range and depth. ⚫DESCRIBE what is meant by perceived job content. ⚫IDENTIFY the different types of job performance outcomes. ⚫COMPARE job rotation with job enlargement. ⚫DISCUSS several approaches to job enrichment

6-3 Job Design Re/ ers to any and all≈a managerial efforts to create jobs whether initially or subsequently Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 6-3 Refers to any and all managerial efforts to create jobs whether initially or subsequently. Job Design

6-4 Job Design and Quality of Work Life Quality of Work Life (QwL) is a management philosophy that enhances the dignity of all workers; introduces changes in an organizations culture; and improves the physical and emotional well-being of employees Indicators fowl Accident Rates Sick Leave Usage Employee Turnover I Number of Grievances Filed Mcgraw-hillarwin Copyright o 2002 by The McGraw-Hill Companies, Inc. All rgnts reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 6-4 Quality of Work Life (QWL) is a management philosophy that enhances the dignity of all workers; introduces changes in an organization’s culture; and improves the physical and emotional well-being of employees. Job Design and Quality of Work Life Indicators of QWL Accident Rates Sick Leave Usage Employee Turnover Number of Grievances Filed

6-5 Job Design and Quality of Work Life Job Design Attempts To Identify the most important needs of employees and the organization o Remove obstacles in the workplace that frustrate ose needs Managers Hope the results will: Fulfill important individual needs Contribute to individual, group, and organizational effectiveness Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 6-5 Job Design Attempts To: ⚫ Identify the most important needs of employees and the organization ⚫ Remove obstacles in the workplace that frustrate those needs Job Design and Quality of Work Life Managers Hope the Results Will: ⚫ Fulfill important individual needs ⚫ Contribute to individual, group, and organizational effectiveness

6-6 Job Performance Outcomes Objective Outcomes Intrinsic and Extrinsic o Product. client. or service Outcomes characteristics for which the jobholder is responsible iNtrinsic -clearly related to Can be measured in action on the workers' part quantitative terms o Extrinsic -worker 's efforts Personal Behavior with other factors not directly Outcomes related to the job How the jobholder reacts to . Relationship between them the work itself Job satisfaction Outcomes ● Depends on how the Depends on how the jobholder views outcomes jobholder views outcomes Mcgraw-hillarwin copyright o 2002 by The mdGrau-Hill Companties, Inc. All rights reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 6-6 Job Performance Outcomes Objective Outcomes ⚫Product, client, or service characteristics for which the jobholder is responsible ⚫Can be measured in quantitative terms Personal Behavior Outcomes ⚫How the jobholder reacts to the work itself ⚫Depends on how the jobholder views outcomes Intrinsic and Extrinsic Outcomes ⚫Intrinsic - clearly related to action on the workers’ part ⚫Extrinsic - worker’s efforts with other factors not directly related to the job ⚫Relationship between them Job Satisfaction Outcomes ⚫Depends on how the jobholder views outcomes

6-7 Job Satisfaction Outcomes People differ in the importance they attach to job outcomes People differ in the extent that o Work is a central life interest They actively participate in work They perceive work as central to self-esteem They perceive work as consistent with self- concept People differ in their perception ofequity Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 6-7 Job Satisfaction Outcomes People differ in the importance they attach to job outcomes People differ in the extent that: •Work is a central life interest •They actively participate in work •They perceive work as central to self-esteem •They perceive work as consistent with self￾concept People differ in their perception of equity

6-8 Job Analysis Purpose is to provide an objective description of the job itself by gathering information on three aspects Job content Job conte Job requirements Job Description Mcgraw-hillarwin Copyright o 2002 by The McGraw-Hill Companies, Inc. All/its reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 6-8 Job Analysis Purpose is to provide an objective description of the job itself by gathering information on three aspects: Job content Job context Job requirements Job Description

6-9 Job Requirements Education. experience. licenses, and other personal characteristics expected .May include Knowledge, Skills, Abilities and Others(KSAOS) .One widely used method is the Positional Analysis Questionnaire (PAQ o Can be adapted to jobs ofall types Megraw-Hilllarwin Copyright@ 2002 by The McGraw-Hill Companies, Inc. All rights reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 6-9 Job Requirements ⚫Education, experience, licenses, and other personal characteristics expected ⚫May include Knowledge, Skills, Abilities and Others (KSAOs) ⚫One widely used method is the Positional Analysis Questionnaire (PAQ) ⚫ Can be adapted to jobs of all types

6-10 Job Context Describes the environment within the job is performed iNcludes factors such as Physical demands Working conditions Degree of accountability and responsibility Extent of supervision required or given Consequences oferror Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 6-10 Job Context ⚫Describes the environment within the job is performed ⚫Includes factors such as: Physical demands Working conditions Degree of accountability and responsibility Extent of supervision required or given Consequences of error