Samenvatting Work organizations and Job design
Week 1
The Work organization and Job Design courses examines how to design work from
the perspectives of operations management and Organizational Behavior.
OM is the business function that plans, organizes, coordinates and controls the
resources needed to product a company’s goods and services. It is a transformation
process, converting inputs and resources into outputs of products and/ or services to
meet customer needs. Work design is when workers are including. OM seeks to
optimize work design in transformation processes to enable the production of goods
and services with the desired cost, dependability, flexibility, quality and speed.
OB is the study of how people behave and interact within organizations at various
levels: individual, team and organizational. Work design is a crucial are of OB that
explores how jobs, tasks and roles are structured, performed and modified, and how
they impact various outcomes for employees and organizations. The process of work
design involves how managers and employees plan and execute the structuring of
tasks, workers, technology etc. Outcomes are features work. There are 4 work
characteristics:
- Task characteristics: The nature and content of the task associated with a job
- Knowledge characteristics: The required skills you need
- Social characteristics: The degree of quality and social interaction
- Work context characteristics: The physical and environmental skills
Several antecedents influence how work is designed:
- At external level: economy
- Organizational level: elements like strategy
- Workgroup level: Aspects such as team composition
- Individual level: Characteristics including personality, motivation
Work design has:
Human effects:
- Work characteristics: features of it work itself
- Psychological mechanisms: Cognitive and emotional processes in employees
activated by work characteristics> experience meaningfulness, stress,
motivation
- Individual work outcomes: Results achieved by workers, such as productivity
System effects> relate to the operational performance of the transformation process.
Delivery of products, speed, flexibility etc
Since the Taylor scientific management approach, mass production people came to
the conclusion that there are factors that can effect workers like motivational,
,sociotechnical systems and work roles. Because of this reason it has resulting in
model like WDQ, Expanded work design model and more.
Five principles of Scientific Management:
- Vertical and Horizontal Specialization of Work: Managers took over all
responsibility. Complex work > simple mini tasks
- Replace Rule of thumb with Scientific Methods: Taylor used time
- Scientifically select and Train Employees
- Ensure the most efficient ways of working are used.
- Use performance-based pay because money motivates workers/
It was a revolution for the time and increase productivity. Some methods like Six
Sigma, lean production and performance measurement are still used.
Negative effects of Taylorism:
- Lack of Scientific validity: Only one wat was correct
- Neglecting the Human Factor
There will now follow five theories of motivational job characteristics
Human relations theory (Mayo)
- Scientific management viewed workers as machines, but a workplace is more
that a techno-economic unit. Workers needs, expertise, and experience affect
their motivation and performance, even under suboptimal conditions. Workers
also form informal groups with social norms and values that shape individual
and operational outcomes
- Employees react to the entire work situation. Managers must recognize the
human needs.
Hierarchy of Needs theory (Maslow)
Maslow proposed the hierarchy of needs,
suggesting that people are motivated by
five essential needs.
Physiological needs are base for finding a
work. Safety needs is requiring safety. This
2 are the basis needs.
Social needs is providing communication
in teams. Esteem needs, the workers needs more a appreciation. Self-actualization
needs which means we seek growth, progress and creativity. You’re changing the
needs you want or you need.
,Two-factor theory
The main idea is what ensure
job satisfaction and what are
factors that can source for job
Dissatisfaction.
You can get in four states:
- High hygiene/ high
motivation
- High hygiene/ low
motivation> good
conditions, but work is
boring
- Low Hygiene/ High motivation
- Low Hygiene and Low motivation
Theory X and Theory Y they give two
contrasting models. Theory X give that
people dislike their job and Theory y are
positive assumptions.
Managers can change their style about
this assumptions. Workers by x take a
less responsibility.
Theory Y is not always better, it useful in
knowledge intensive work. For simple tasks
you can better
use maybe
theory x.
The Job Characteristics model
The model suggest that the workers are influenced by five characteristics.
, Skill variety: The degree to which the job
requires different tasks and skills. Task
identity: The extent to which a person can
complete the entire job with a visible
resultant. Task significance: the extent to
which the job has a significant impact on
others. Autonomy: The amount of freedom
and discretion the employee has in
planning, deciding and executing the
work. Feedback: The degree to which the
job provides clear and direct information
about work results and performance. When the five characteristics are high the
workers will probably come in three critical psychological states.
- Experienced meaningfulness of work
- Experienced responsibility for work outcomes
- Knowledge of the actual results of work activities
If these states get higher you will get:
- Internal work motivation, high-quality work, work satisfaction, low absenteeism
The sociotechnical system is important you must
create a joint optimalization, and not a maximization of
one of the 2 elements.
The socio-technical approach led to the development
of autonomous work groups of self managing teams.
They autonomy on their own tasks. Organizations can
use job rotation, job enlargement, and job enrichment
to design work for AWGs:
- Job rotation: It is switching on different tasks
- Job Enlargement: Team members take on more
similar tasks, duties, and responsibilities.
- Job enrichment: Team member gain more autonomy and decision-making
power to direct, plan and control work, also known as vertical expansion of a
job.
Role theory proposes that work design involves creating work roles. A work role is a
set of expected behaviors for a certain position. It makes workers predictable and
coordinated. They get rewards if they fulfill their jobs as they require. There are 3 role
problems that can emerge:
- Role overload: Occurs when a worker has multiple roles simultaneously but
lacks sufficient resources to succeed in them.
Week 1
The Work organization and Job Design courses examines how to design work from
the perspectives of operations management and Organizational Behavior.
OM is the business function that plans, organizes, coordinates and controls the
resources needed to product a company’s goods and services. It is a transformation
process, converting inputs and resources into outputs of products and/ or services to
meet customer needs. Work design is when workers are including. OM seeks to
optimize work design in transformation processes to enable the production of goods
and services with the desired cost, dependability, flexibility, quality and speed.
OB is the study of how people behave and interact within organizations at various
levels: individual, team and organizational. Work design is a crucial are of OB that
explores how jobs, tasks and roles are structured, performed and modified, and how
they impact various outcomes for employees and organizations. The process of work
design involves how managers and employees plan and execute the structuring of
tasks, workers, technology etc. Outcomes are features work. There are 4 work
characteristics:
- Task characteristics: The nature and content of the task associated with a job
- Knowledge characteristics: The required skills you need
- Social characteristics: The degree of quality and social interaction
- Work context characteristics: The physical and environmental skills
Several antecedents influence how work is designed:
- At external level: economy
- Organizational level: elements like strategy
- Workgroup level: Aspects such as team composition
- Individual level: Characteristics including personality, motivation
Work design has:
Human effects:
- Work characteristics: features of it work itself
- Psychological mechanisms: Cognitive and emotional processes in employees
activated by work characteristics> experience meaningfulness, stress,
motivation
- Individual work outcomes: Results achieved by workers, such as productivity
System effects> relate to the operational performance of the transformation process.
Delivery of products, speed, flexibility etc
Since the Taylor scientific management approach, mass production people came to
the conclusion that there are factors that can effect workers like motivational,
,sociotechnical systems and work roles. Because of this reason it has resulting in
model like WDQ, Expanded work design model and more.
Five principles of Scientific Management:
- Vertical and Horizontal Specialization of Work: Managers took over all
responsibility. Complex work > simple mini tasks
- Replace Rule of thumb with Scientific Methods: Taylor used time
- Scientifically select and Train Employees
- Ensure the most efficient ways of working are used.
- Use performance-based pay because money motivates workers/
It was a revolution for the time and increase productivity. Some methods like Six
Sigma, lean production and performance measurement are still used.
Negative effects of Taylorism:
- Lack of Scientific validity: Only one wat was correct
- Neglecting the Human Factor
There will now follow five theories of motivational job characteristics
Human relations theory (Mayo)
- Scientific management viewed workers as machines, but a workplace is more
that a techno-economic unit. Workers needs, expertise, and experience affect
their motivation and performance, even under suboptimal conditions. Workers
also form informal groups with social norms and values that shape individual
and operational outcomes
- Employees react to the entire work situation. Managers must recognize the
human needs.
Hierarchy of Needs theory (Maslow)
Maslow proposed the hierarchy of needs,
suggesting that people are motivated by
five essential needs.
Physiological needs are base for finding a
work. Safety needs is requiring safety. This
2 are the basis needs.
Social needs is providing communication
in teams. Esteem needs, the workers needs more a appreciation. Self-actualization
needs which means we seek growth, progress and creativity. You’re changing the
needs you want or you need.
,Two-factor theory
The main idea is what ensure
job satisfaction and what are
factors that can source for job
Dissatisfaction.
You can get in four states:
- High hygiene/ high
motivation
- High hygiene/ low
motivation> good
conditions, but work is
boring
- Low Hygiene/ High motivation
- Low Hygiene and Low motivation
Theory X and Theory Y they give two
contrasting models. Theory X give that
people dislike their job and Theory y are
positive assumptions.
Managers can change their style about
this assumptions. Workers by x take a
less responsibility.
Theory Y is not always better, it useful in
knowledge intensive work. For simple tasks
you can better
use maybe
theory x.
The Job Characteristics model
The model suggest that the workers are influenced by five characteristics.
, Skill variety: The degree to which the job
requires different tasks and skills. Task
identity: The extent to which a person can
complete the entire job with a visible
resultant. Task significance: the extent to
which the job has a significant impact on
others. Autonomy: The amount of freedom
and discretion the employee has in
planning, deciding and executing the
work. Feedback: The degree to which the
job provides clear and direct information
about work results and performance. When the five characteristics are high the
workers will probably come in three critical psychological states.
- Experienced meaningfulness of work
- Experienced responsibility for work outcomes
- Knowledge of the actual results of work activities
If these states get higher you will get:
- Internal work motivation, high-quality work, work satisfaction, low absenteeism
The sociotechnical system is important you must
create a joint optimalization, and not a maximization of
one of the 2 elements.
The socio-technical approach led to the development
of autonomous work groups of self managing teams.
They autonomy on their own tasks. Organizations can
use job rotation, job enlargement, and job enrichment
to design work for AWGs:
- Job rotation: It is switching on different tasks
- Job Enlargement: Team members take on more
similar tasks, duties, and responsibilities.
- Job enrichment: Team member gain more autonomy and decision-making
power to direct, plan and control work, also known as vertical expansion of a
job.
Role theory proposes that work design involves creating work roles. A work role is a
set of expected behaviors for a certain position. It makes workers predictable and
coordinated. They get rewards if they fulfill their jobs as they require. There are 3 role
problems that can emerge:
- Role overload: Occurs when a worker has multiple roles simultaneously but
lacks sufficient resources to succeed in them.
