Job Design, Participation, and Work Arrangement
JOB DESIGN, PARTICIPATION,
AND WORK ARRAGEMENTS
Peter James D. Cortazar
MBA-TEP
HUMAN BEHAVIOR IN THE ORGANIZATION
DR. NERI S. PESCADERA
Dean, Graduate School of Management
November 19, 2010
JOB DESIGN, PARTICIPATION, and WORK ARRANGEMENT
Topic Outline
A. DEFINITION OF TERMS:
- Primer
B. HOW CAN JOB DESIGN IMPROVE WORKER WELL-BEING AND WORKPLACE PERFORMANCE?
- Reducing Occupational Stress (Targetting the Individual) - If you can’t take the heat… - Work Design - Reducing Occupational Stress (Targetting the Company)
C. JOB DESIGN:
- A major cause of effective job performance is job design - Initial Step--Job Analysis - Job Design and Quality of Work Life (QWL) - Indicators of quality of work life Inflation and GDP - Conceptual Model of Job Design and Job Performance - Job design attempts - Designing Job Range - Designing Job Depth: Job Enrichment
D. JOB CHARACTERISTIC THEORY:
- How can we design a job that motivates people? - The Job Characteristics Model - Job Characteristics Theory - Key Characteristics to Address - Problems associated with job design - Job Design: Key Characteristics to Address - Alternative Work Arrangements
A. DEFINITION OF TERMS
PRIMER:
Job design is presented from an interdisciplinary perspective with an emphasis on how job design decisions can influence attitudes and work behavior within organizations.
|Terms |Definitions |
|Compressed work week |A situation in which employees work a full 40 hour week in fewer than the traditional five days |
|Empowerment |The process of enabling workers to set their own work goals, make decision, and solve problems within |
|
AND WORK ARRAGEMENTS
Peter James D. Cortazar
MBA-TEP
HUMAN BEHAVIOR IN THE ORGANIZATION
DR. NERI S. PESCADERA
Dean, Graduate School of Management
November 19, 2010
JOB DESIGN, PARTICIPATION, and WORK ARRANGEMENT
Topic Outline
A. DEFINITION OF TERMS:
- Primer
B. HOW CAN JOB DESIGN IMPROVE WORKER WELL-BEING AND WORKPLACE PERFORMANCE?
- Reducing Occupational Stress (Targetting the Individual) - If you can’t take the heat… - Work Design - Reducing Occupational Stress (Targetting the Company)
C. JOB DESIGN:
- A major cause of effective job performance is job design - Initial Step--Job Analysis - Job Design and Quality of Work Life (QWL) - Indicators of quality of work life Inflation and GDP - Conceptual Model of Job Design and Job Performance - Job design attempts - Designing Job Range - Designing Job Depth: Job Enrichment
D. JOB CHARACTERISTIC THEORY:
- How can we design a job that motivates people? - The Job Characteristics Model - Job Characteristics Theory - Key Characteristics to Address - Problems associated with job design - Job Design: Key Characteristics to Address - Alternative Work Arrangements
A. DEFINITION OF TERMS
PRIMER:
Job design is presented from an interdisciplinary perspective with an emphasis on how job design decisions can influence attitudes and work behavior within organizations.
|Terms |Definitions |
|Compressed work week |A situation in which employees work a full 40 hour week in fewer than the traditional five days |
|Empowerment |The process of enabling workers to set their own work goals, make decision, and solve problems within |
|
References: Parker, S., & Wall, T. (1998). Job and Work Design, Organizing Work to Promote Well-Being and Effectiveness. Thousand Oaks, California, Sage Publications. (Paperback text available in POLY/CUNY bookstore) Campion, M.A Aronoff, S., & Kaplan, A., (1995) Workplace Diagnostics. In Total Workplace Performance: Rethinking the Office Environment (pp. 307-356).Ottawa, Canada, WDL Publications. Cascio, W.F Selected Chapters from: Becker, F. & Steel, F. (1995) Workplace by Design. Parker, S. K., & Ohly, S. (2008). Designing motivating work. In Kanfer, R., Chen, G., & Pritchard, R. Work motivation: Past, present and future. A SIOP Frontier Series volume. Lawrence Erlbaum.