MGMT1002 Lecture 6: MGMT 1002 Week 6
Week 6 - Job Design
Job design is oered with hoies ade aout the ature ad otet of peoples jos, ad how
these choices affect individual and organizational outcomes such as employee well being and
productivity.
Historical Context
• The craft approach – single workers complete single whole jobs such as farming, baking,
cabinetmakers and seamstresses. They all begin/ complete a whole piece of work.
• The industrial revolution – advancements in technology/efficiency led to the rise of mass
production and the decline of the craft approach. Acknowledgement of economic
advantages of simplifying/ specializing workers to specific tasks [Job simplification].
Problems – lower fulfillment of workers, monotonous, less motivating and challenging.
(Quite a negative approach to job design)
• Scientific management (Taylor, 1911) – Time and motion studies. Time was the measure of
efficiency and efficiency was the main outcome focused on. Taylor removed control
(advocated enforcement) – he believed greater productivity would lead to greater
satisfaction/wages. We still see remnant of this approach today eg. Car manufacturing and
computer production lines.
Job Design Theories and Research
1. Job Characteristics Model (JCM) – a model that proposes that any job can be described in
terms of 5 core job dimensions –
- Skill variety – degree to which a job requires a variety of different activities that allow an
employee to use a range of their knowledge, skills and abilities.
- Task identity – the degree to which a job requires completion of a whole and identifiable
piece of work
- Task significance – degree to which a job has a substantial impact on the lives or work of
other people eg. Intensive care nurse is high in task significance.
- Autonomy – the degree to which a job provides substantial freedom and discretion to
the individual in scheduling the work and the procedures to be used in carrying it out.
- Feedback – the degree to which carrying out the work activities required by a job results
in an individual obtaining direct and clear information about the effectiveness of his or
her performance. Eg. A job with high feedback is assembling an iPod and testing to see
whether it operates properly vs. assembling an iPod but then passing them onto a
quality-control inspector for testing.
Akowledgeet that we dot all respod i the sae way (eployee growth-need
strength acts as a moderator).
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
Job design is (cid:272)o(cid:374)(cid:272)er(cid:374)ed with (cid:272)hoi(cid:272)es (cid:373)ade a(cid:271)out the (cid:374)ature a(cid:374)d (cid:272)o(cid:374)te(cid:374)t of peoples(cid:859) jo(cid:271)s, a(cid:374)d how these choices affect individual and organizational outcomes such as employee well being and productivity. Historical context: the craft approach single workers complete single whole jobs such as farming, baking, cabinetmakers and seamstresses. They all begin/ complete a whole piece of work: the industrial revolution advancements in technology/efficiency led to the rise of mass production and the decline of the craft approach. Acknowledgement of economic advantages of simplifying/ specializing workers to specific tasks [job simplification]. Problems lower fulfillment of workers, monotonous, less motivating and challenging. (quite a negative approach to job design: scientific management (taylor, 1911) time and motion studies. Time was the measure of efficiency and efficiency was the main outcome focused on. Taylor removed control (advocated enforcement) he believed greater productivity would lead to greater satisfaction/wages. We still see remnant of this approach today eg. car manufacturing and computer production lines.
