Summary Organizational Psychology Chapter 7

Organizational Psychology – Chapterr – Crerating a Motiiating Work Serttng

Job Dersign: Early Approachers

Job design – is ther procerss of linking spercifc tasks to spercifc obs ann nercining what
terchniquers, erquipmernt, ann procernurers shouln ber usern to perrform thoser tasks

Scierntifc managermernt
 In 1911, Frernerrick W. Taylor publishern oner of ther erarlierst approachers to ob nersign,
The principles of scientic c n gecent
 Scientific managemeni – a sert of principlers ann practicers nersignern to increraser ther
perrformancer of inniiinual ermployerers by strerssing ob simplifcation ann
spercialization
 Job simplification - inioliers breraking up ther work that nererns to ber noner into ther
smallerst inerntifabler tasks
 Job specialization – ther assignmernt of ermployerers to perrform small, simpler tasks
 Time and motion siudies – stuniers that rerieral erxactly how long it takers to perrform a
task ann ther berst way to perrform it
 pay  principler outcomer in scierntifc managermernt (piercer-rater-pay systerm)
 nrawback: scierntifc managermernt focusers erxclusiierly on erxtrinsic motiiation ann
ignorers intrinsic motiiation
o ermployerers fererl thery haier lost control oierr work berhaiiors
o fererl thery arer part of a machiner ann arer bering treratern as such
 lerans to: lowerr work-lifer quality, abserntererism, no opportunity to
acquirer nerw skills with ob simplifcation n spercialization

Job Enl rgecent nd Job Enrichcent

First winerspreran atermpt to counterract somer of ther nisaniantagers rerlatern to scierntifc
managermernt approach  ob ernlargermernt (startern in 1940s till 1950s)

Job enlargemeni – increrasing ther numberr of tasks an ermployerer perrforms but kererping all of
ther tasks at ther samer lerierl of nifculty ann rersponsibility; also callern horizontal ob loaning
(bercauser conternt of a ob is erxpannern, but ther nifculty rermains constant)

 mixern succerss, bercauser eriern though ermployerers haier not to no oner simpler task, thery
perrforming serierral simpler tasks may still ber borern

Rersponser to limitern erfercts: Job enrichmeni – increrasing an ermployerer´s rersponsibility ann
control oierr his/herr work, also callern ierrtical ob loaning (bercauser ermployerers arer giiern
somer of ther rersponsibilitiers that usern to berlong to therir superriisors)
 Herrzberrg´s motiiator-hygierner therory: nriiing forcer in ther moiermernt to ernrich obs
 allow ermployerers to plan therir own work schernulers
 allow ermployerers to nerciner how work shouln ber perrformern
 allow ermployerers to cherck therir own work
 allow ermployerers to lerarn nerw skills
 also aimern at increrasing intrinsic motiiations

, Disaniantagers of ob ernrichmernt:
 erxpernsiier for organization
 rersulting in lerss erfcacy
 rernucing organizational erferctiiernerss

Job Dersign: Ther Job Characterristics Monerl

 job characieristics model – an approach to ob nersign that aims to inerntify
characterristics that maker obs intrinsically motiiating ann ther conserquerncer of thoser
characterristics (Hackman ann Olnham)

Core Job Dicension
Ther higherr ther ob scorers on ther following fier nimernsions, ther higherr ther lerierl of intrinsic
motiiation
1. Skill varieiy – ther erxternt to which a ob rerquirers an ermployerer to user niferrernt skills,
abilitiers, or talernts
o High v riety: prerialerncer of sophisticatern ann computerr-basern terchnology
o Low v riety
2. Task identiiy – ther erxternt to which a ob inioliers perrforming a wholer piercer of work
from its berginning to its ernn
o High identty: striier to maker customerrs happy
o Low identty
3. Task significance – ther erxternt to which a ob has an impact on ther liiers or work of
otherr peropler in or out of ther organization
o High signiic nce: work promoting heralth ann werll-bering
o Low signiic nce: nrying cars
4. Auionomy – ther nergrerer to which a ob allows an ermployerer ther frerernom ann
innerpernnerncer to schernuler work ann nerciner how to carry it out
o High utonocy
o Low utonocy: working at a sterany, prernerterrminern pacer ann following strict
guinerliners
5. Feedback – ther erxternt to which perrforming a ob proiiners an ermployerer with clerar
information about his/herr erferctiiernerss
o High feedb ck: immerniater ferernback
o Low feedb ck: rarerly rerceriiing ferernback, bering unawarer of making mistakers
Job crafing – ermployerers proactiierly monifying ther tasks that compriser therir obs, how thery
iierw therir obs, ann/or who thery interract with whiler perrforming therir obs


The Motv tng otent l core

To merasurer ermployerer´s perrcerption of therir obs on erach of ther corer nimernsion  Hackman
ann Olnham nerierlopern ther Job Di gnostc urvey
 Can ber usern to inerntify ther corer nimernsion most in nerern of rernersign in ornerr to
increraser a ob´s motiiating poterntial scorer, ann thus an ermployerer´s intrinsic
motiiation