Lecture 5 slides Flashcards
(20 cards)
What is scientific management (Taylorism)?
1.Real work is done within a company, not at home.
2. People work for money
3. There is one best way to perform your work
4.Good managers plan, give orders and monitor employees
5. People should be selected and trained to optimize task performance
6.The amount of hours worked is a good indicator of productivity
How does generation Y describe motivation at work?
- interesting, varying tasks
- flexibility with timetables and working hours
- possibility to learn and develop
- good relationships with colleagues and supervisors
- work-life balance
What has changed at the workplace?
Technology, world of work, societal norms and psychological insights
Sociotechnical systems
Core principles: responsible autonomy, adaptability, meaningfulness of tasks
Criticism: relatively vague regarding effects + evaluation of work
Work design methods
Initiation: organization/management top down redesign, bottom-up job crafting, idiosyncratic ideals are bottom-up
Implementation: intervention redesign, job crafting is defined by employer, negotiation employee management
Employee’s role: redesign is receiving/passive, implementing/active crafting, receiving + implementing ideals
Goal: redesign based on motivation and performance, crafting is individual needs, ideals is win-win
Directed: work characteristics redesign, tasks and social interaction job crafting, everything is ideals
Process: redesign once and crafting is continuous, ideals are recurrent
Job design
content and organization of one’s work tasks, activities, relationships, and responsibilities. Implications for: Individual employees (e.g., employee engagement, job strain, risk of occupational injury), Teams (e.g., how effectively groups co-ordinate their activities), Organisations (e.g., productivity, occupational safety and health targets), and Society (e.g., utilizing the skills of a population or promoting effective aging). It focuses on the work itself, on the tasks or activities that employees compete for their organizations on a daily basis
History of job design
- job dissatisfaction is influenced by hygiene factors: working conditions, coworker relations, policies and rules, supervisor quality, salary
- Herzberg’s 2 factor principles: improving motivator factors increases job satisfaction and improving the hygiene factors decreases job dissatisfaction
- Job satisfaction is influenced by motivator factors: achievement, recognition, responsibility, work itself, advancement, personal growth
Job characteristics model
Core job characteristics are linked to outcomes which are influenced by critical psychological states (mediators) and individual differences (moderators). Core job characteristics: skill variety, task identity, task significance are linked to meaningfulness, autonomy linked to responsibility, and feedback to knowledge. Individual differences: need for growth ability and outcomes are: high intrinsic motivation, high job performance, high job satisfaction, low absenteeism and turnover
Work design
The attributes of the task, job, and social and organizational environment. Describes the structure of jobs, tasks, and roles on individual, group, and organizational outcomes
It recognizes that work consists of the attributes of a job and the link between a job and the broader work environment. seen as customised work
General elaborated model
- antecedents
- expanded work characteristics
- mechanisms and contingencies
- outcomes
Antecedents
External organizational
- Environmental uncertainty
- Political and labour insitutions
- Labour market
- Available technology
Internal organizational
- Management style
- Technology/tasks
- Organizational design (strategy, culture, reward systems)
Individual
- Proactive personality
- Efficacy beliefs
- Interpersonal trust
Expanded characteristics
Individual level characteristics
- Cognitive demands
- Physical demands
- Emotional demands/emotional labour
- Social contact
- Role conflict
- Opportunity for skill acquisition
Group level characteristics (autonomy, feedback, variety, interdependence)
What are the motivational characteristics?
JCM: skill variety, task significance, task identity, autonomy, feedback
New JCM: task variety, autonomy: work scheduling, methods and decision-making, cognitive demands: info processing, job complexity, specialization, problem-solving
Social characteristics
Task interdependence, feedback from others, social support, interaction outside the organization
Work context characteristics
Physical demands
Work conditions
Ergonomics
What did the meta-analysis find regarding established job characteristics?
Tested mediation tests of meaning, responsibility and knowledge, experienced meaningfulness was the best mediator between work characteristics and work outcomes and tested the added value of new characteristics. Most important factors: task variety, information processing, job complexity, interdependence, feedback, social support, interaction, physical demands and work conditions. Motivational characteristics were significantly related to performance, and social with turnover. Motivational with job satisfaction, OCB, and IM. Social characteristics produced greatest R2 change for OCB. Context related to job satisfaction. Stress was most related to context but also social and motivational, burnout and overload most with motivational characteristics
Job crafting
the physical and cognitive changes individuals make in the task or relational boundaries of their work. It is a form of proactive behaviour in which the employee initiates changes in the level of job demands and resources to make their own job more meaningful, engaging and satisfying. Involves increasing resources, reducing hindering demands and increasing challenging demands. Can lead to positive employee outcomes like increase in personal resources, wellbeing, engagement, performance and reduced burnout
What was the job crafting intervention design?
- completed initial survey
- began job crafting training for a fully day: beforehand employees received feedback on demands, resources, work engagement and burnout, developed job crafting goals during the training
- for weeks 4-7 they developed a personal crafting plan, experimented with job crafting and reflection exercises to boost resources, and weekly surveys. They would evaluate job crafting behaviours, demands, resources, engagement and burnout every week
- week 8 they had a reflection session for half a day
- then they had their final survey
What were the results regarding the outcomes of the intervention?
- Opportunities for Development
Increasing Resources is the strongest predictor (β = 0.76), showing a substantial positive relationship. Reducing Hindering Demands and Increasing Challenging Demands are both weaker but still positive (β = 0.19 for each). - LMX (Leader-Member Exchange)
Again, Increasing Resources shows a strong positive relationship (β = 0.61). Reducing Hindering Demands and Increasing Challenging Demands have weaker positive effects (β = 0.19 and 0.13, respectively). - Self-Efficacy: Only Increasing Resources contributes notably (β = 0.20), though modestly.
The other two strategies have minimal influence (Reducing Hindering Demands: β = 0.09; Increasing Challenging Demands: β = 0.02). - Positive Affect
Both Increasing Resources and Reducing Hindering Demands show moderate positive effects. Increasing Challenging Demands has no effect - Negative Affect
All three strategies show minimal to negligible impact but negative relationship with resources, hindering demands and negative affect
General conclusion?
The job crafting intervention seems to have potential to enhance job resources and work-related wellbeing Increasing resources and reducing demands weekly show some positive relationships with wellbeing outcomes
