Job Design, Participation, and Work Arrangement
JOB STYLE, PARTICIPATION,
AND WORK ARRAGEMENTS
Peter David D. Cortazar
INDIVIDUAL BEHAVIOR INSIDE THE ORGANIZATION
DOCTOR NERI T. PESCADERA
Leader, Graduate Institution of Supervision
November nineteen, 2010
TASK DESIGN, INVOLVEMENT,
and FUNCTION ARRANGEMENT
A. DEFINITION OF CONDITIONS:
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 heatвЂ¦
- 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
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.