Chapter 15 Individuals, Job Design, and Stress - Wiley15章,个人,工作设计,与应力-威利.ppt

Management 7eSchermerhorn PreparedbyMichaelK McCuddyValparaisoUniversityJohnWiley Sons Inc COPYRIGHT Copyright2019 JohnWiley Sons Inc Allrightsreserved ReproductionortranslationofthisworkbeyondthatnamedinSection117oftheUnitedStatesCopyrightActwithouttheexpresswrittenpermissionofthecopyrightownerisunlawful RequestsforfurtherinformationshouldbeaddressedtothePermissionsDepartment JohnWiley Sons Inc Thepurchasermaymakeback upcopiesforhis herownuseonlyandnotfordistributionorresale ThePublisherassumesnoresponsibilityforerrors omissions ordamages causedbytheuseoftheseprogramsorfromtheuseoftheinformationcontainedherein Schermerhorn Chapter15 3 Chapter15Individuals JobDesign andStress Planningahead studyquestionsWhatisthemeaningofwork Whataretheissuesinsatisfaction performance andjobdesign Howcanjobsbeenriched Whatarealternativeworkarrangements Howcanjobandworkplacestressbemanaged Schermerhorn Chapter15 4 Whatisthemeaningofwork Basicbackgroundonwork Workcanbea turn on ora turn off Peoplearethefoundationsofhighperformanceintheworkplace Valuingpeopleandcreatingjobsandworkenvironmentsthatrespectpeople sneedsandpotentialwillbenefiteveryone Schermerhorn Chapter15 5 Whatisthemeaningofwork PsychologicalcontractAninformalunderstandingaboutwhatanindividualgivestoandreceivesfromanorganizationaspartoftheemploymentrelationship Apersonhasahealthypsychologicalcontractintheidealworksituation Fairexchangeofcontributionsandinducements Schermerhorn Chapter15 6 Whatisthemeaningofwork WorkandthequalityoflifeQualityofworklifeTheoverallqualityofhumanexperiencesintheworkplace Animportantcomponentofqualityoflife Work lifebalanceFitbetweenone sjoborworkresponsibilitiesandpersonalorfamilyneeds Thegoalistoachieveaproductiveandsatisfyingbalancebetweenworkandpersonallife Schermerhorn Chapter15 7 Whataretheissuesinsatisfaction performance andjobdesign JobAcollectionoftasksperformedinsupportoforganizationalobjectives JobdesignTheprocessofcreatingordefiningjobsbyassigningspecificworktaskstoindividualsandgroups GoalsofjobdesignHighlevelsofjobsatisfaction Highlevelsofjobperformance Schermerhorn Chapter15 8 Whataretheissuesinsatisfaction performance andjobdesign JobsatisfactionThedegreetowhichanindividualfeelspositivelyornegativelyaboutvariousaspectsofthejob Commonaspectsofjobsatisfaction PayTasksSupervisionCoworkersWorksettingAdvancementopportunities Schermerhorn Chapter15 9 Whataretheissuesinsatisfaction performance andjobdesign Satisfaction relatedconceptshavingqualityofworklifeimplications JobinvolvementTheextenttowhichanindividualisdedicatedtoajob OrganizationalcommitmentLoyaltyofanindividualtotheorganization Schermerhorn Chapter15 10 Whataretheissuesinsatisfaction performance andjobdesign JobperformanceThequantityandqualityoftasksaccomplishedbyanindividualorgroupatwork Performanceisacornerstoneofproductivity Effectivemanagersdesignjobsthathelppeopleachievebothsatisfactionandhighperformance Schermerhorn Chapter15 11 Whataretheissuesinsatisfaction performance andjobdesign IndividualperformanceequationPerformancebeginswithabilityPerformancerequiressupportPerformanceinvolveseffort Performance AbilityxSupportxEffort Schermerhorn Chapter15 12 Whataretheissuesinsatisfaction performance andjobdesign JobdesignalternativesAgoodjobdesignprovidesagoodfitbetweentheworkerandthetaskrequirements Varyalongacontinuumrangingfromhightolowtaskspecialization Highspecialization jobsimplificationModeratespecialization rotationandenlargementLowspecialization jobenrichment Schermerhorn Chapter15 13 Whataretheissuesinsatisfaction performance andjobdesign JobsimplificationStandardizingworkproceduresandemployingpeopleinwell definedandhighlyspecializedtasks Simplifiedjobsarenarrowinjobscope AutomationTotalmechanizationofajob Mostextremeformofjobsimplification Schermerhorn Chapter15 14 Whataretheissuesinsatisfaction performance andjobdesign Potentialadvantagesofjobsimplification EasierandquickertrainingofworkersWorkersarelessdifficulttosuperviseWorkersareeasiertoreplaceDevelopmentofexpertiseindoingrepetitivetasks Potentialdisadvantagesofjobsimplification LowsatisfactionOccasionaltardinessandabsenteeismWorkerboredomHigherrorrates Schermerhorn Chapter15 15 Whataretheissuesinsatisfaction performance andjobdesign JobrotationandjobenlargementJobrotationIncreasestaskvarietybyperiodicallyshiftingworkersamongjobsinvolvingdifferenttaskassignments JobenlargementIncreasestaskvarietybycombiningtwoormoretaskspreviouslyassignedtoseparateworkers Horizontalloading Schermerhorn Chapter15 16 Whataretheissuesinsatisfaction performance andjobdesign JobenrichmentBuildingmoreopportunitiesforsatisfactionintoajobbyexpandingitscontent Expandsbothjobscopeandjobdepth Frequentlyaccomplishedthroughverticalloading Schermerhorn Chapter15 17 Whataretheissuesinsatisfaction performance andjobdesign Checklistforenrichingjobs Removecontrolsthatlimitpeople sdiscretionintheirwork Grantpeopleauthoritytomakedecisionsabouttheirwork Makepeopleunderstandtheiraccountabilityforresults Allowpeopletodo whole tasksorcompleteunitsofwork Makeperformancefeedbackavailabletothosedoingthework Schermerhorn Chapter15 18 Howcanjobsbeenriched Corecharacteristicsmodel ContingencyapproachtojobdesignModelfocuseson CorejobcharacteristicsCriticalpsychologicalstatesJoboutcomesModeratingvariablesAjobhighinthecorecharacteristicsisenriched Schermerhorn Chapter15 19 Howcanjobsbeenriched Corejobcharacteristics SkillvarietyTaskidentityTasksignificanceAutonomyFeedback Schermerhorn Chapter15 20 Howcanjobsbeenriched Criticalpsychologicalstates ExperiencedmeaningfulnessofworkExperiencedresponsibilitiesforworkoutcomesKnowledgeofactualresultsofworkactivities Schermerhorn Chapter15 21 Howcanjobsbeenriched Joboutcomes HighinternalworkmotivationHighgrowthsatisfactionHighgeneraljobsatisfactionHighworkeffectiveness Schermerhorn Chapter15 22 Howcanjobsbeenriched Moderatingvariables Growth needstrength GNS PeoplewithhighGNSwillrespondpositivelytoenrichedjobs PeoplewithlowGNSwillrespondnegativelytoenrichedjobs KnowledgeandskillsContextsatisfaction Schermerhorn Chapter15 23 Howcanjobsbeenriched Improvingcorejobcharacteristics FormnaturalunitsofworkCombinetasksEstablishclientrelationshipsOpenfeedbackchannelsPracticeverticalloading Schermerhorn Chapter15 24 Howcanjobsbeenriched TechnologyandjobenrichmentSocio technicalsystemsJobdesignthatusestechnologytobestadvantagewhilestilltreatingpeoplewithrespect andallowingtheirhumantalentstobeappliedtothefullestpotential RoboticsUseofcomputercontrolledmachinestocompletelyautomateworktasks Schermerhorn Chapter15 25 Howcanjobsbeenriched Questionsforreflectingonjobenrichment Isitexpensivetodojobenrichment Willpeopledemandmorepayfordoingenrichedjobs Shouldeveryone sjobbeenriched Whatdotheunionssayaboutjobenrichment Schermerhorn Chapter15 26 Whatarealternativeworkarrangements CompressedworkweekAnyworkschedulethatallowsafull timejobtobecompletedinlessthanthestandard5daysof8 hourshifts Benefits moreleisuretime lowercommutingcosts lowerabsenteeism andpotentiallyimprovedperformance Disadvantages increasedfatigue familyadjustmentproblems increasedschedulingproblems andunionobjections Schermerhorn Chapter15 27 Whatarealternativeworkarrangements FlexibleworkinghoursAnyworkschedulethatgivesemployeessomechoiceinthepatternoftheirdailyworkhours Coretime allemployeesmustbeatwork Flextime allowsemployeestoschedulearoundpersonalandfamilyresponsibilities Schermerhorn Chapter15 28 Whatarealternativeworkarrangements Potentialbenefitsofflexibleworkinghours Peoplehavegreaterautonomyinworkschedulingwhileensuringmaintenanceofworkresponsibilities Organizationscanattractandretainemployeeswhohavespecialnon workresponsibilities Workermoralemaybeimproved Schermerhorn Chapter15 29 Whatarealternativeworkarrangements JobsharingOnefull timejobissplitbetweentwoormorepersons WorksharingAnagreementbetweenemployeestocutbacktheirworkhourstoavoidlayoffsortermination Schermerhorn Chapter15 30 Whatarealternativeworkarrangements TelecommutingAworkarrangementthatallowsaportionofscheduledworkhourstobecompletedoutsideoftheoffice Work at homeAtelecommutingoptionthatisfacilitatedbyinformationtechnologyandcomputerlinkstoclientsorcustomersandacentraloffice Schermerhorn Chapter15 31 Whatarealternativeworkarrangements Potentialadvantagesoftelecommuting Freedomfrom ConstraintsofcommutingFixedhoursSpecialworkattireDirectcontactwithsupervisorsIncreasedproductivityFewerworkdistractionsBeingone sownbossHavingmorepersonaltime Schermerhorn Chapter15 32 Whatarealternativeworkarrangements Potentialdisadvantagesoftelecommuting WorkingtoomuchHavinglesspersonaltimeDifficultyinseparatingworkandpersonallifeLesstimeforfamilyFeelingsofisolationLossofvisibilityforpromotionDifficultiessupervisingwork at homeemployeesfromadistance Schermerhorn Chapter15 33 Whatarealternativeworkarrangements Part timeworkWorkdoneonanyschedulelessthanthestandard40 hourworkweekanddoesnotqualifyemployeeasfull time ContingencyworkersPart timeworkerswhosupplementthefull timeworkforce oftenonalong termbasis Nowconstitute30percentoftheAmericanworkforce Schermerhorn Chapter15 34 Howcanjobandworkplacestressbemanaged StressAstateoftensionexperiencedbyindividualsfacingextraordinarydemands constraints oropportunities Job relatedstressgoeshand in handwiththedynamicandsometimesuncertainnatureofmanagerialwork Schermerhorn Chapter15 35 Howcanjobandworkplacestressbemanaged Workfactorsassourcesofstress ExcessivelyhighorlowtaskdemandsRoleconflictsorambiguitiesPoorinterpersonalrelationshipsTooslowortoofastcareerprogress Personalfactorsassourcesofstress NeedsCapabilitiesPersonalityTypeApersonalityNon workfactorsassourcesofstress FamilyeventsEconomicsPersonalaffairs Schermerhorn Chapter15 36 Howcanjobandworkplacestressbemanaged StressfulbehaviorpatternsoftheTypeApersonality Alwaysmoving walking andeatingrapidly Actingimpatient hurryingothers dislikingwaiting