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Chapter 6Job Design –

A Book ReviewJohn M. Ivancevich

Michael T. MattesonSlides Prepared by Bruce R. Barringer

University of Central Florida

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Learning ObjectivesSlide 1 of 2

• 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.

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Learning ObjectivesSlide 2 of 2

• 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.

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Job Design Defined

Job design refers to the process by which managers decide individual job

tasks and authority.

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Job Design and Quality of Work Life

The concept of “quality of work life” refers to “a philosophy of management that enhances the dignity of all workers; introduces changes in an organization’s culture; and improves the physical and emotional well-beings of employees.

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Exhibit 6.1: Job Design and Job Performance

Job contentJob content

Job contextJob context

Job analysisJob analysis

Jobrequirements

Jobrequirements

Job designJob design

Social settingdifferences

Social settingdifferences

Perceived job contentPerceived job content

IndividualdifferencesIndividualdifferences

Jobperformance

Jobperformance

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Job Performance Outcomes

Objective Outcomes

Personal Behavior Outcomes

Intrinsic and Extrinsic Outcomes

Job Satisfaction Outcomes

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Job Analysis and Related IssuesSlide 1 of 2

• Job Analysis– The description of how one job differs from

another in terms of the demands, activities, and skills required.

• Job Content– The factors that define the general nature of a

job.

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Job Analysis and Related IssuesSlide 2 of 2

• Job Requirements– Factors such as education, experience, degrees,

licenses, and other personal characteristics required to perform a job.

• Job Context– The physical environment and other working

conditions, along with other factors considered to be intrinsic to a job.

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Job Designs: The Results of Job Analysis

Slide 1 of 2

• Job Range– The number of operations that a job occupant

performs to complete a task.

• Job Depth– The amount of control that an individual has to

alter or influence the job and the surrounding environment.

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Job Designs: The Results of Job Analysis

Slide 2 of 2

• Job Relationships– The interpersonal relationships that are required

of or made possible by a job.

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Exhibit 6.2: Job Depth and Range

Low Depth

High Depth

Business

Packaging machine mechanic

Hospital

Anesthesi-ologists

University

College professor

Business

Research scientist

Hospital

Chief of surgery

University

President

University

Department chairperson

Hospital

Nurse

Business

Mainte-nance repairer

University

Graduate student instructor

Hospital

Bookkeeper

Business

Assembly-line worker

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Designing Job Range

Job Rotation Job Enlargement

A form of training that involves moving an

employee from one work station to another. In

addition to achieving the training objective, this

procedure also is designed to reduce boredom.

An administrative action that involves increasing

the range of a job. Supposedly, this action

results in better performance and a more

satisfied workforce.

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Designing Job Depth: Job Enlargement

Job Enrichment

An approach developed by Herzberg that seeks to improve

task efficiency and human satisfaction by means of building into people’s jobs greater scope for personal achievement and recognition, more challenging

and responsible work, and more opportunity for individual advancement and growth.

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Steps for Implementing Job Enrichment

Slide 1 of 3

• Direct Feedback– The evaluation of performance should be

timely and direct.

• New Learning– A good job enables people to feel that they are

growing. All jobs should provide opportunities to learn.

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Steps for Implementing Job Enrichment

Slide 2 of 3

• Scheduling– People should be able to schedule some part of

their own work.

• Uniqueness– Each job should have some unique qualities or

features

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Steps for Implementing Job Enrichment

Slide 3 of 3

• Control Over Resources– Individuals should have some control over their

job tasks.

• Personal Accountability– People should be provided with an opportunity

to be accountable for the job.

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Exhibit 6.3: The Job Characteristics Model

Job CharacteristicsCritical psychological states

Personal and work outcomes

- Skill variety

- Task identity

- Task significance

Autonomy

Feedback

- Employee growth

- Need strength

- Experienced meaningfulness of work

- Experienced responsibility for outcome of work

- Knowledge of the actual results of work activities

- High internal work

motivation

- High quality work

performance

- High satisfaction

with work

- Low absenteeism

an turnover

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Problems Associated with Job Design Process

Slide 1 of 2

• The process is time-consuming and costly.

• Employees will not respond to opportunities to satisfy upper-level need if lower-level needs are not met.

• Job design programs are intended to satisfy needs typically not satisfied in the workplace.

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Problems Associated with Job Design Process

Slide 2 of 2

• Resistance of labor unions.

• Tangible improvements in performance may not be evident for several years after the beginning of the job design program.

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Self-Managed Teams

A relatively small group of individuals who are empowered to perform certain activities based on

procedures established and decisions made within the group, with minimum or not outside direction. They may

take many forms including task forces, project teams, quality circles, and new venture teams.

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Alternative Work ArrangementsSlide 1 of 2

• Compressed Workweek– An alternative work arrangement in which the

standard five-day, 40-hour workweek is compressed. The most popular form is four ten-hour days.

• Flextime– An arrangement that provides employees

greater individual control over work schedules.

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Alternative Work ArrangementsSlide 2 of 2

• Job Sharing– A form of alternative work arrangements in

which two or more individuals share the same job.

• Telecommunting– An alternative work arrangement in which an

employee works at home while being linked to the office via a computer and/or fax machine.