Robbins Judge Chapter 7 Job Characteristics Model BUSMHR 3200 Notes Part 6 o 1 Skill Variety the degree to which a job requires a variety of different activities so the worker can use a number of different skills and talent o 2 Task Identity the degree to which a job requires completion of a whole and o 3 Task significance the degree to which a job has an impact on the lives or work of identifiable piece of work other people o 4 Autonomy the degree to which a job provides the worker freedom independence and discretion in scheduling the work and determining the procedures in carrying it out o 5 Feedback the degree to which carrying out work activities generates direct and clear information about your own performance Job Rotation o The periodic shifting of an employee from one task to another with similar skill requirements at the same organizational level o Strengths reduces boredom increases motivation helps employees better understand how their work contributes to the organization o Drawbacks training costs increase and productivity is reduced by moving a worker into a new position just when efficiency at the prior job is creating organizational economies Job Enrichment o Expands jobs by increasing the degree to which the worker controls the planning execution and evaluation of the work o How to enrich jobs Combining Tasks puts fractionalized tasks back together to form a new and larger module of work Forming natural work units makes an employee s tasks create an identifiable and meaningful whole Establishing client relationships increases the direct relationships between workers and their clients Expanding jobs vertically gives employees responsibilities and control formerly reserved for management Opening feedback channels lets employees know how well they are doing and whether their performance is improving deteriorating or remaining constant Flextime o flexible work time o Employees must work a specific number of hours per week but are free to vary their hours of work within certain limits o Has become extremely popular o Benefits reduced absenteeism increased productivity reduced overtime expenses reduced hostility toward management reduced traffic congestion around work sites elimination of tardiness increased autonomy and responsibility for employees o Allows two or more individuals to split a traditional 40 hour a week job o Allows an organization to draw on the talents of more than one individual o From the employee s perspective job sharing increases flexibility and can increase motivation and satisfaction when a 40 hour a week job isn t practical Job Sharing Telecommuting o Working at home at least 2 days a week on a computer linked to the employer s office o Three categories of jobs that lend themselves routine information handling tasks mobile activities professional and other knowledge related tasks o Benefits larger labor pool from which to select higher productivity less turnover improved morale and reduced office space costs o Can negatively affect employees with high social need by making them feel isolated and reduce job satisfaction Employee Involvement organization s success o A participative process that uses employees input to increase their commitment to the o If we engage workers in decision that affect them and increase their autonomy and control over their work lives they will become more motivated more committed to the organization more productive and more satisfied with their jobs o Participative Management Joint decision making in which subordinates hare a significant degree of decision making power with their immediate superiors For it to work the issues employees are involved with must be relevant to their interests so they ll be motivated Those that use it do have higher stock returns lower turnover rates and higher estimated labor productivity although these effects are typically not large o Representative Participation the most widely legislated form of employee involvement around the world The goal is to redistribute power within an organization putting labor on a more equal footing with the interests of management and stockholders by letting workers be represented by a small group of employees who actually participate Most common forms are work councils and board representatives o Training is the method employers use to give new or present employees the skills they need to perform their jobs o The task is to identify the employee behaviors the firm will require to execute its strategy and from that deduce what competencies employees will need o The next step is to put in place training goals and programs to instill these competencies Addie five step training process o 1 Analyzing the Training Needs Task Analysis required a detailed study of the job to determine what specific skills is Skills are the best assessment for determining the training required The employer then designs a training program to eliminate the skills gap verifying that there is a performance deficiency and Performance Analysis determining whether that deficiency should be rectified through training or through some other means Analytical Tools o Supervisors peer self and 360 degree performance reviews o Job related performance data o Observation by supervisors or other specialists Dessler Chapter 6 The training process o 2 Design the overall training program objectives o Interviews with the employee or his or her supervisor o Tests of things like job knowledge skills and attendance o Attitude surveys o Assessment centers Talent Management employees as for selecting training appraising and paying them using the same set or list of competencies for recruiting Competency Model summary of the competencies someone would need to do the job well o the employer would use resulting profile to formulate training consolidates usually in one diagram a precise Planning the overall training program including training objectives delivery methods and program evaluation Setting Learning Objectives Should address rectifying the performance deficiencies that you identified with needs analysis Creating a motivational learning environment Learning requires both ability and motivation Ask these questions before design What organizational need will the requested training address What issues are driving the training request How will trainees performance improve due to training What can the organization expect as a return on its investment Is training the solution o 3 Develop the course o 4
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