MGMT 104 Lecture Notes - Lecture 6: Job Enrichment, Job Design, Motivation
Document Summary
Goal: (cid:271)ri(cid:374)g (cid:862)s(cid:272)ie(cid:374)(cid:272)e(cid:863) to produ(cid:272)tio(cid:374); i(cid:374)(cid:272)rease effi(cid:272)ie(cid:374)(cid:272)y. Scientific management practices: division of labor- task simplification, constant evaluation and testing. Reverse hawthorne effect- worker efficiency decreases when management watches them. Bad job design poor performance, absence, turnover. Tasks (cid:272)o(cid:374)tai(cid:374)ed i(cid:374) a jo(cid:271) i(cid:373)pa(cid:272)t (cid:449)orkers" (cid:373)oti(cid:448)atio(cid:374) a(cid:374)d satisfa(cid:272)tio(cid:374) Herz(cid:271)erg"s jo(cid:271) e(cid:374)ri(cid:272)h(cid:373)e(cid:374)t (cid:373)odel- focuses on growth and motivation, not just hygiene: complete opposite of taylorism, removing some controls while retaining accountability. Introducing new and more difficult tasks not previously handled: assigning individuals specific or specialized tasks, enabling them to become experts. Feedback- i can directly experience whether my work is successful----- i can see the results of my work. High quality jobs require upfront investment in skills and relationships; short product life cycles make this hard to do. Work redesign involves redistribution of power and challenges implicit assumptions about control and leadership. Job design (who does what and how) matters; can shape efficiency of doing work and can (de)motivate workers.
