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Chapter
13
JOB DESIGN,
WORK
SCHEDULING
AND MOTIVATION
13-2
ANNOTATED OUTLINE
INTRODUCTION
Job design is a way of organising tasks, duties and responsibilities
into a productive unit of the work. The early emphasis in HRM was to
design jobs around high specialisation and standardisation
INTRODUCTION
According to Hack and Oldham, any job can be described in terms of five core job
dimensions:
Skill variety
Task identity
Task significance
Autonomy
Feedback
The model states that core job dimensions are more rewarding when individuals
experience three psychological states in response to job design.
C o re J o b C r itic a l C o re J o b
D im e n s i o n P s y c h o lo g ic a l D im e n s i o n
S ta te s
S k i ll V a r ie t y M e a n in g f u ln e s s H ig h in t e rn a l
Ta s k I d e n tity o f w o rk w o r k m o t iv a tio n
Ta s k S ig n if ic a n c e
H ig h q u a lit y
w o rk p e rfo rm a n c e
A u to n o m y R e s p o n s ib ilit y f o r H i g h s a t is f a c t io n
o u tc o m e s o f th e w o r k w ith w o rk
Feedback K n o w le d g e o f t h e H ig h
a c t u a l r e s u lt s o f t h e w o r k e ffe c tiv e n e s s
w o r k a c t iv itie s
L o w a b s e n te e is m
E m p lo y e e g r o w th a n d tu rn o v e r
n e e d s s tr e n g th
Socio-technical approach
According to this approach, jobs should be designed by taking a systems
view of the entire job situation, including physical and social environment.
Work Scheduling
Job simplification: Here jobs are divided into smaller components and
subsequently assigned to workers as whole jobs
Job enlargement: it increases task variety by adding new tasks of similar
difficulty to a job:
Job rotation: systematic shifting of employees among jobs involving tasks of
similar difficulty;
Job enrichment: enhancing a job by adding more meaningful tasks and duties
to make the work more rewarding or satisfying.
Motivation
Theories of Motivation
M an
S eeks S o c ia l N e e d s
G r o w th L o w e r-o rd e r
S a fe ty N e e d s n e e d s (th a t a re
s a t is f ie d e x t e r n a lly )
P h y s io lo g ic a l N e e d s
Theories of Motivation
Evaluation
It is an unstable theory
The classification scheme is somewhat superfluous
The chain of causation in the hierarchy is also questionable
1 . C o m p a n y p o lic y a n d a d m in is t r a t io n 1. A c h ie v e m e n t
2 . R e la t io n s h ip w it h s u p e r v is o r 2. R e c o g n it io n
3 . W o r k c o n d it io n s 3. W o r k it s e lf
4 . S a la r y
5 . R e la t i o n s h ip w it h p e e rs 4. R e s p o n s ib ili t y
6 . P e r s o n a l lif e
7 . R e la t i o n s h ip w it h s u b o r d in a te s 5. A dvancem ent
8 . S ta tu s
9 . S e c u r ity 6. G ro w th
Evaluation
The critical incident method applied on a small sample is being
questioned
The assumption that the two sets of factors work in only one direction is
also attacked severely
Critics questioned the procedural deficiencies also; such as the
subjective interpretation of the responses .
Theories of Motivation
Theories of Motivation
T h e o r y X A s s u m p t io n s T h e o ry Y A s s u m p tio n s
E m p lo y e e s in h e r e n t ly d is lik e w o r k a n d E m p lo y e e s c a n v ie w w o r k a s b e in g a s
w ill tr y t o a v o id it . n a t u r a l a s r e s t o r p la y.
S in c e e m p lo y e e s d is lik e w o r k , t h e y m u s t P e o p l e w i ll e x e r c i s e s e l f d ir e c t io n a n d s e l f -
b e c o e r c e d , c o n t r o lle d a n d t h r e a t e n e d c o n tr o l if t h e y a r e c o m m itte d to t h e
w it h p u n is h m e n t to a c h ie v e g o a ls . o b je c t iv e s .
E m p lo y e e s w ill s h ir k r e s p o n s ib ilit ie s a n d U n d e r p r o p e r c o n d itio n s , e m p lo y e e s d o
s e e k f o r m a l d ir e c t io n w h e n e v e r p o s s ib le . n o t a v o id r e s p o n s ib il it y.
M o s t e m p lo y e e s w a n t s e c u r it y a b o v e a ll P e o p le w a n t s e c u r ity b u t a ls o h a v e o t h e r
in th e ir w o r k a n d d is p la y lit tle a m b itio n . n e e d s s u c h a s s e lf- a c tu a lis a tio n a n d
e s te e m .
Theories of Motivation
Elements of Theory Z
Trust
Organisation employee relationship
Employee participation
Structure less organisation
Holistic concern for employees
Theories of Motivation