Job design and Job analysis.pptVIP

Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-* Company Characteristics  Job Design Smaller companies: Have a more fluid, open-ended approach to job design Need employees to perform multiple tasks and wider array of tasks Larger companies: Have more bureaucracy and specialization Need more rules and regulations on how work is done Organizational Demands Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-* Culture Job Design Culture influences: Managerial choice of job design tactics Need to consider whether job design is consistent with company’s culture Employee acceptance of job design decisions Whether employees will accept job design decisions is equally important Conflict between job design and the cultural values shared by employees may result in unhappy and unproductive employees Organizational Demands Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-* Employee Concerns Job design Perception of fairness of job duties: employee stress may result from unclearly defined roles Role overload — too many expectations or demands placed on employees Role underload — having too few expectations or demands Role ambiguity — uncertainty about daily tasks expected and how to perform them Role Conflict — tension caused by incompatible or contradictory demands Organizational Demands Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-* Employee Concerns Job design cont’d Flexible work arrangements: Flextime — employees choose starting and/or ending time Compressed workweek — reduce number of days worked four 10-hour days Job sharing — two employees work part time to complete a single job responsibilities May be effective in attracting and retaining workers and facilitate work/family balance Organizational Demands Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-* Labor Force Trends Job Design Skill availability to perform tasks - availability