Management and Organisational Behaviour 7 th Edition PART

Management and Organisational Behaviour 7 th Edition PART 7 Management of Human Resources Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

Management and Organisational Behaviour 7 th Edition CHAPTER 18 Job Satisfaction and Work Performance Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 2 Meaning & nature of job satisfaction • An attitude or internal state that is associated with the working environment & working experiences • In recent years it has been closely associated with improved job design & work organisation & the quality of working life Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 3 Job satisfaction & performance An issue of debate & controversy • Human relations approach – satisfaction leads to performance • An alternative view – performance leads to satisfaction Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 4 Job satisfaction & performance An issue of debate & controversy • Bassett suggests that research has found a limited relationship between satisfaction & work output • Herzberg identified a sense of achievement as affecting feelings of job satisfaction • Reeves draws attention to the relationship between accomplishment at work & the need to work harder Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 5 Job satisfaction dimensions • Individual factors • Social factors • Cultural factors • Organisational factors • Environmental factors Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 6 Five contractual areas relating to job satisfaction • • • Knowledge contract Psychological contract Efficiency / rewards contract Ethical contract Task structure contract Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 7 Knowledge contract I The firm The employee Needs a certain level of skills & knowledge in its employees if it is to function efficiently Wishes the skills & knowledge s/he brings can be used & developed Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 8 Psychological contract I The firm The employee Needs employees Seeks to further who are motivated to interests that are look after its interests private to self Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 9 Efficiency / rewards contract I The firm Needs to implement generalised output, quality standards & reward systems The employee Seeks a personal, equitable effort reward bargain & controls, including supervisory ones which are perceived as acceptable Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 10 Ethical contract I The firm Needs employees who will accept the firm’s ethos & values The employee Seeks to work for an employer whose values do not contravene their own Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 11 Task structure contract I The firm Needs employees who will accept technical & other constraints which produce task specificity or task differentiation The employee Seeks a set of tasks which meet their requirements for task differentiation Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 12 Alienation at work • Powerlessness • Meaninglessness • Isolation • Self estrangement Blauner Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 13 Variables influencing job satisfaction & work performance • Individual factors – personality, education, age, orientation to work, etc • Organisational factors – nature & size, personnel policies, employee relations, etc • Environmental factors – economic, social, technical, governmental Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 14 Variables influencing job satisfaction & work performance • Cultural factors – underlying beliefs, attitudes, values, etc. • Social factors – relationships with co-workers, interaction, information organisation, etc. Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 15 Stress at work • Stress at work is the biggest problem in European companies – Financial Times • Stress at work is one of the major adverse influences on job satisfaction, work performance, productivity & absenteeism • Stress is a source of tension & frustration that can arise through a number of interrelated influences on behaviour Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 16 Are managers under stress? • Organisational change such as redundancies, introduction of new technology, & loss of key personnel places extra demands on managers & increases stress • The major causes of stress in the workplace are unreasonable deadlines & office politics • Stress affects all levels & types of managers Institute of Management Research 1996 Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 17 Role problems & stress for individuals • • • Responsibility for the work of others Innovative functions Integrative or boundary functions Relationship problems Career uncertainty Handy Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 18 Sources of role stress at work Figure 18. 3 Source: Arnold, J. , Cooper, C. L. and Robertson, I. T. , Work Psychology: Understanding Human Behaviour in the Workplace, Third edition, Financial Times Prentice Hall (1998) p. 434, with permission from Pearson Education Ltd. Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 19 Work related stressors • • Culture Control Relationships Change Demands of job Role Support & the individuals Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 20 Individual job redesign Early job design concentrated on restructuring of individual jobs by – • Job rotation • Job enlargement • Job enrichment Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 21 Main methods for achieving job enrichment • Permitting workers greater freedom & control over the scheduling & pacing of their work • Allowing workers to undertake a full task cycle, build or assemble a complete product • Provide workers with tasks or jobs that challenge their abilities Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 22 Main methods for achieving job enrichment • Give workers greater freedom to work in selfmanaging teams with greater responsibility • Provide workers with the opportunity to have greater direct contact with clients, consumers, etc. Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 23 Figure 18. 6 Job characteristics model of work motivation Source: Hackman, J. R. and Oldham, G. R. , Work Redesign, Figure 4. 6, p. 90. © 1980 by Addison-Wesley Publishing Company, Inc. Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 24 • • • Five core dimensions Skill variety Task identity Task significance Autonomy Feedback Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 25 Figure 18. 7 Main approaches to job design Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 26 The culture of QWL • Quality of working life (QWL) as a goal • QWL as a process • QWL as a philosophy Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 27 The features of self-managed work groups • Specific goals are set for the group but members decide the best means of achieving these • Group members have greater freedom & choice & wider discretion over the planning, execution & control of their work • Collectively group members have the necessary expertise & skills Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 28 The features of self-managed work groups • External supervision is reduced • Feedback & evaluation is related to the performance of the group as a whole Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 29 Flexible working arrangements These arrangements can include – • Flexi-time • Staggered hours, compressed hours • Time off in lieu • Job sharing • • • Shift swapping Self-rostering Annual hours Term-time working Teleworking Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 30 Quality circles A group of people within an organisation who meet together on a regular basis to identify, analyse & solve problems relating to quality, productivity, or other aspects of day-to-day working arrangements using problem solving techniques Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 31 Features of quality circles • Membership is voluntary • Usually 5 to 10 members • Membership is normally from those who undertake similar work • The group selects the problems to be tackled Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 32 Features of quality circles • A leader can be chosen from within the group but is often the immediate supervisor • The members receive training in communication & problem-solving skills • The group recommends solutions to management Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005

OHT 18. 33 Overcoming forces for stability in job attitudes and performance • Individually-oriented system – based on traditional good management • Group-oriented system – satisfaction & performance are derived from group participation • Organisationally-oriented system – individuals gain satisfaction from contribution to the welfare of the organisation as a whole Staw Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005