Besides laughter and humour, what are the other ways that organisations can keep their employees happy, healthy and productive?Suggest few factors important to redesign jobs post COVID-19?
Organisational Behaviour BUSN 1021 Organisational Behaviour BUSN 1021 Job design Lecture 5 Material largely drawn from: Wood, J, Zeffane, R, Fromholtz, M, Weisner, R, Morrison, R, Factor, A & McKeown, T 2015, Organisational behaviour: core concepts and applications, 4th Australasian edn, John Wiley and Sons, Milton, Qld. OB1: Intrinsic motivation & rewards Intrinsic work rewards arise directly as a result of task performance. Intrinsic motivation: The desire to work hard solely for the pleasant experience of task accomplishment When do people desire intrinsic work rewards? How can one design jobs for people who want greater intrinsic work rewards? How can one motivate those people who don’t want intrinsic work rewards? 2 Jobs and job design Job One or more tasks that an individual performs in direct support of an organisation’s production purpose Job design Planning and specification of tasks and work setting The way into which tasks can be combined to form complete jobs. A properly designed job facilitate both task performance and job satisfaction. Individual needs task attributes work setting 3 performance & satisfaction OB2: Job design approaches There are four main approaches to job design: Job simplification standardising work procedures and employing people in clearly defined and specialised tasks. Job enlargement increases task variety by combining tasks of similar skill levels that were previously assigned to separate workers into one job. Job rotation Involves increasing task variety by periodically shifting workers among jobs involving different tasks at similar levels of skill. Job enrichment is the practice of building motivating factors into job content. 4 4 Herzberg’s principles of job enrichment Table 5.1 5 OB3: Job characteristics model Contingency approach that recognises individual differences Five core characteristics in job design: Skill variety Task identity Task significance Autonomy Job feedback A job that is high in these characteristics is enriched. 6 6 Job characteristics model Figure 5.2 7 Individual differences Individual differences moderate the influence of core characteristics: Growth-need strength Knowledge and skill Context satisfaction If there is a match between individual capabilities and enriched job requirements positive feelings and performance gains (and vice versa) 8 8 Research and job characteristics Job characteristics affect performance and satisfaction It is important to consider growth-need strength Employee perceptions are different from objective measures and from those of independent observers. 9 Implementing the job characteristics model Figure 5.3 10 Socio-technical job design Design of jobs to optimise relationship between technology system and social system Changing existing technology and work practices is difficult and costly most effective in new sites 11 Social information and job design Individual needs, task perceptions and reactions are the result of socially constructed realities Social information in the workplace influences workers perceptions of the job and their responses to it Mixed empirical results; job characteristics remain important. 12 Multiskilling Multiskilling: employees acquire array of skills needed to perform multiple tasks in an organisational production or customer service process In an environment that fosters multiskilling there is always someone who can take over a role Has helped improve organisational performance by 30 to 40 per cent in some cases At an organisational level, multiskilling can help improve organisational performance and employee productivity At the level of employees, benefits include a more challenging work experience, having more control over their environment, higher skill levels, higher pay and greater marketability in the job market. 13 OB4: Goal-setting theory Goal-setting: Process of developing, negotiating and formalising an employee’s targets and objectives Goals should be challenging and specific, and should incorporate task feedback Goals foster high performance when: individuals have ability and self-efficacy goals are accepted there is commitment to them 14 14 Goal setting: follow-up research Figure 5.4 15 Goal setting and MBO Figure 5.5 16 Key performance indicators Key performance indicators (KPIs): standards against which individual and organisational performance can be measured Important in organisational benchmarking Link between KPIs and SMART goals i.e. Specific, Measurable, Achievable, Realistic and Time-bound 17 17 OB5: Flexible work arrangements Driven by: Changing family lifestyles and work-life balance Occupational stress Changing levels and modes of employment Skills shortages and ageing population Changing technology 18 18 Types of flexible work arrangements Compressed work week Flexible working hours (flexitime) or flexiyears Job sharing Reduced working hours and voluntary reduced work time (v-time) Remote working and virtual office (telework principles) 19 Summary Intrinsic motivation Job design strategies and intrinsic work rewards Job characteristics model and diagnostic approach to job enrichment Goal-setting theory and job design Flexible work arrangements 20