Chapter 7 Work Design Purpose and Overview Purpose

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Chapter 7 Work Design

Chapter 7 Work Design

Purpose and Overview • Purpose – Provide a framework for jobs and organizational work

Purpose and Overview • Purpose – Provide a framework for jobs and organizational work groups – Describe relationships among work design, motivation, and information flow Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 2

Purpose and Overview • Overview – Changes in Design of Health Care Work –

Purpose and Overview • Overview – Changes in Design of Health Care Work – Contrasting Approaches to Work Design – Dividing Work into Jobs – Job Requirements – Psychological Approach – Technical Approach Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 3

Changes in Design of Health Care Work • Major Changes in Health Care –

Changes in Design of Health Care Work • Major Changes in Health Care – Cost – Nursing shortage – Managed care and shorter hospital stays Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 4

Contrasting Approaches to Work Design • Contrasting Approaches to Work Design – Technical Approach

Contrasting Approaches to Work Design • Contrasting Approaches to Work Design – Technical Approach – Psychological Approach Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 5

Dividing Work into Jobs • Vertical and Horizontal Division of Labor Copyright © 2006

Dividing Work into Jobs • Vertical and Horizontal Division of Labor Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 6

Job Requirements • Behaviors for Effective Task Performance – Decisions to join/remain in an

Job Requirements • Behaviors for Effective Task Performance – Decisions to join/remain in an organization – Dependable role performance – Effort above minimum levels – Spontaneous and innovative behavior – Cooperative behavior Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 7

Job Requirements • High uncertainty requires cooperative behavior Copyright © 2006 by Thomson Delmar

Job Requirements • High uncertainty requires cooperative behavior Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 8

Psychological Approach • Focus: Worker Motivation – Individuals perform work that meets their needs

Psychological Approach • Focus: Worker Motivation – Individuals perform work that meets their needs for growth – Jobs are intrinsically motivating Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 9

Psychological Approach • Perspectives on Job Design and Motivation – People are motivated and

Psychological Approach • Perspectives on Job Design and Motivation – People are motivated and exert effort to satisfy unmet needs – People evaluate courses of action to choose among them Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 10

Psychological Approach • Connection: Behavior and Rewards – Experienced meaningfulness – Experienced responsibility –

Psychological Approach • Connection: Behavior and Rewards – Experienced meaningfulness – Experienced responsibility – Knowledge of results Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 11

Psychological Approach • Contributory Job Characteristics – Skill variety – Task identity – Task

Psychological Approach • Contributory Job Characteristics – Skill variety – Task identity – Task significance – Autonomy – Feedback Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 12

Psychological Approach • MPS = 1/3 (Skill Variety + Task Identity + Task Significance)

Psychological Approach • MPS = 1/3 (Skill Variety + Task Identity + Task Significance) x Autonomy x Feedback Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 13

Technical Approach • Scientific management school of thought • Focus: – Design jobs that

Technical Approach • Scientific management school of thought • Focus: – Design jobs that use technology and minimize waste Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 14

Technical Approach • Assumptions – Divide work into repetitive routine elements – Train and

Technical Approach • Assumptions – Divide work into repetitive routine elements – Train and motivate workers to perform dependably – Motivation is derived from economic rewards not from job itself Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 15

Technical Approach • Interconnectedness of Work – Design jobs to minimize interconnected elements over

Technical Approach • Interconnectedness of Work – Design jobs to minimize interconnected elements over several people – Organize work to contain interconnected elements within a single work group Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 16

Technical Approach • Coordinating Interconnected Work Within Units – Programming methods – Feedback methods

Technical Approach • Coordinating Interconnected Work Within Units – Programming methods – Feedback methods Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 17

Technical Approach • Programming Approaches – Standardization of work processes – Standardization of skills

Technical Approach • Programming Approaches – Standardization of work processes – Standardization of skills – Standardization of output Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 18

Technical Approach • Feedback Approaches – Supervision – Mutual adjustment – Group coordination Copyright

Technical Approach • Feedback Approaches – Supervision – Mutual adjustment – Group coordination Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 19

In Conclusion • Psychological Approach – Increasing worker motivation • Technical Approach – Improving

In Conclusion • Psychological Approach – Increasing worker motivation • Technical Approach – Improving flow of information among interconnected jobs • In Reality – Both approaches contribute Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 20