Job Design, Participation, and Work Arrangement

 Job Design, Participation, and Work Set up Essay

JOB STYLE, PARTICIPATION,

AND WORK ARRAGEMENTS

Peter David D. Cortazar

MBA-TEP

INDIVIDUAL BEHAVIOR INSIDE THE ORGANIZATION

DOCTOR NERI T. PESCADERA

Leader, Graduate Institution of Supervision

November nineteen, 2010

TASK DESIGN, INVOLVEMENT,

and FUNCTION ARRANGEMENT

Theme Outline

A. DEFINITION OF CONDITIONS:

- Primer

B. HOW DO JOB DESIGN AND STYLE IMPROVE WORKER WELL-BEING AND WORKPLACE PERFORMANCE?

- Minimizing Occupational Stress (Targetting the Individual) - If you can't take the heat…

- Work Style

- Lowering Occupational Stress (Targetting the Company)

C. JOB STYLE:

- A major cause of powerful job overall performance is task design - Initial Step--Job Analysis

-- Job Design and style and Top quality of Work Life (QWL)

-- Indicators of quality of life Inflation and GDP

- Conceptual Model of Task Design and Job Efficiency

- Work design attempts

- Designing Job Range

- Designing Job Depth: Job Richness

D. TASK CHARACTERISTIC THEORY:

- How could we design and style a job that motivates people?

- The Job Characteristics Style

- Work Characteristics Theory

- Important Characteristics to cope with

- Problems associated with task design

-- Job Design and style: Key Features to Address

-- Alternative Work Arrangements

A. DEFINITION OF CONDITIONS

PRIMER:

Job design is presented from an interdisciplinary point of view with a great emphasis on how job design decisions can influence behaviour and job behavior within just organizations. В

|Terms |Definitions | |Compressed work week |A scenario in which workers work a full 40 hour week in fewer than the standard five days | |Empowerment |The process of allowing workers setting their own function goals, produce decision, and solve concerns within | | |their sphere of responsibility and authority | |Flexible work schedules |These plans give staff more personal control over the hours that they work every week | |Job characteristics approach |Focuses around the motivational attributes of jobs | |Job characteristic theory |Identifies three important psychological claims: experienced meaningfulness of the work, experienced | | |responsibility for function outcomes, and knowledge of effects | |Job design |How organizations determine and structure jobs | |Job Enlargement |Involves providing workers even more tasks to do | |Job enrichment |entails giving employees more activity to perform and even more control over the right way to perform these people | |Job rotation |Systematically moving personnel from one job to another in an attempt to minimize boredom and apathy | |Job sharing |a situation the pair or more in your free time employees reveal one job | |Job specialization |Advocated by technological management. It can help improve performance, but also can promote boredom and | | |boredom. | |Participation |The means of giving workers a tone in making decisions about their own work | |Telecommuting |A work arrangement in which workers...

References: Parker, S., & Wall, Capital t. (1998). В Job and Work Style, Organizing Work to Promote Wellbeing and Performance. В Thousand Oak trees, California, Sage Publications. (Paperback text found in POLY/CUNY bookstore)В

Campion, M. A

Aronoff, S., & Kaplan, A., (1995) Work environment Diagnostics. As a whole Workplace Overall performance: Rethinking school Environment В (pp. 307-356). Ottawa, Canada, WDL Publications. В

Cascio, T. F

Selected Chapters coming from: В Becker, F. & Steel, Farreneheit. (1995) Office by Design and style.

Parker, S i9000. K., & Ohly, H. (2008). Designing motivating work. In Kanfer, R., Chen, G., & Pritchard, L. Work determination: Past, present and future. A SIOP Frontier Series volume. Lawrence Erlbaum.

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