BUSMHR 3200 Notes Part 6Robbins & Judge Chapter 7- Job Characteristics Model: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 identifiable piece of work. o 3. Task significance: the degree to which a job has an impact on the lives or work of other peopleo 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 Rotationo 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 organizationo 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 Enrichmento Expands jobs by increasing the degree to which the worker controls the planning, execution, and evaluation of the worko 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- Flextimeo “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 limitso Has become extremely popularo 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- Job Sharingo Allows two or more individuals to split a traditional 40-hour-a-week jobo Allows an organization to draw on the talents of more than one individualo 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- Telecommutingo Working at home at least 2 days a week on a computer linked to the employer’s officeo Three categories of jobs that lend themselves: routine information-handling tasks, mobile activities, professional and other knowledge-related taskso Benefits: larger labor pool from which to select, higher productivity, less turnover, improved morale, and reduced office space costso Can negatively affect employees with high social need by making them feel isolated and reduce job satisfaction- Employee Involvemento A participative process that uses employees’ input to increase their commitment to the organization’s success. 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 jobso 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 largeo 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 moreequal 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 representativesDessler-Chapter 6- The training processo Training is the method employers use to give new or present employees the skills they need to perform their jobso The task is to identify the employee behaviors the firm will require to execute its strategy, and from that deduce what competencies employees will needo The next step is to put in place training goals and programs to instill these competencies- Addie five-step training processo 1. Analyzing the Training Needs Task Analysis : a detailed study of the job to determine what specific skills is required.- Skills are the best assessment for determining the training required- The employer then designs a training program to eliminate the skills gap Performance Analysis : verifying that there is a performance deficiency and determining whether that deficiency should be rectified through training or through some other means- Analytical Tools:o Supervisors, peer, self-, and 360-degree performance reviewso Job-related performance datao Observation by supervisors or other specialistso Interviews with the employee or his or her supervisoro Tests of things like job knowledge, skills, and attendanceo Attitude surveyso Assessment centers Talent Management : using the same set or list of competencies for recruiting employees as for selecting, training, appraising, and paying them- Competency Model : consolidates, usually in one diagram, a precise summary of the competencies someone would need to do the job wello the employer would use resulting profile to formulate training objectiveso 2. Design the overall training program 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?- Is
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