QWL & Job Design -Good for OB Teachers.ppt

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1. QWL
Copyright © 2005 Thomson Business & Professional
Publishing. All rights reserved.
6–1

2. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Quality of work life (QWL)
programs designed to create a workplace that enhances
employee well-being
organizations differ drastically in their attention to QWL

3. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
13-3
Quality
of Work
Life
Constitutionalism
Minimum infringe-
ments on personal
and family needs
Chance for personal
growth and security
Jobs develop
human
capacities
Socially responsible
organizational
actions
Safe and
healthy
environment
Adequate and fair
compensation
Supportive
social
environment
Categories Of Quality Of Life

4. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 6–4
Importance Of Job Design
•Job Design
Organizing tasks, duties, and responsibilities into a
productive unit of work.
•Person/job Fit
Matching characteristics of people with characteristics
of jobs.
Job Design
Job
Satisfaction
Job
Performance
Physical and
Mental Health

5. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 6–5
Nature of Job Design
•Job Enlargement
Broadening the scope of a job by expanding the
number of different tasks to be performed.
•Job Enrichment
Increasing the depth of a job by adding the
responsibility for planning, organizing , controlling,
and evaluating the job.
•Job Rotation
The process of shifting a person from job to job.

6. Job Design
•Traditional job design is based upon the
principle of specialization
•Advantage:
–greater task specialization improves
efficiency and productivity of workforce
•Disadvantage:
–boredom, fatigue, dissatisfaction at the
individual level

7. Job Redesign
•Modern job designs focus upon more
‘humanization’ of work, with less
specialization and simplification
•Methods:
–Job enlargement
–Job enrichment
–Job rotation

8. Job Enlargement
•Involves an increase in the variety of an
employee’s activities without increasing
decision making authority
•AKA horizontal job expansion
•Job enlargement does improve worker
satisfaction and the quality of production
•It does not appear to affect the quantity
of production

9. Job Enrichment
•Increasing the variety of responsibilities,
and including increased decision making
•AKA vertical job expansion
•Focus is upon introducing autonomy and
self-regulation
•Increases satisfaction and performance
•Some people may not be not motivated by
enriched jobs

10. Job Rotation
•Job design remains the same
•Personnel who perform the task are
systematically changed (rotated)
•Uses as a training device to improve a
worker’s flexibility
•Job rotation may be the only available
means to introduce variety in some job
settings

11. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 6–11
Using Teams in Jobs
•Types of Teams
Special-Purpose Team
Organizational team formed to address specific problems,
improve work processes, and enhance product and service
quality.
Self-directed Work Team
A team composed of individuals assigned a cluster of tasks,
duties, and responsibilities to be accomplished.
Virtual Team
Organizational team composed of individuals who are
geographically separated but linked by communications
technology.

12. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 6–12
The Nature of Job Analysis
•Job Analysis
A systematic way of gathering and analyzing
information about the content, context, and the human
requirements of jobs.
Work activities and behaviors
Interactions with others
Performance standards
Financial and budgeting impact
Machines and equipment used
Working conditions
Supervision given and received
Knowledge, skills, and abilities needed

13. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 6–13
Job Analysis in
Perspective
Figure 6–6

14. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 6–14
Two Types of Job Analysis
1. Task Based
2. Competency Based
TASK BASED
•Task
A distinct, identifiable work activity composed of motions
•Duty
A larger work segment composed of several tasks that are performed by an
individual
•Responsibilities
Obligations to perform certain tasks and duties
COMPETENCY BASED
•Competencies
Individual capabilities that can be linked to enhanced performance by individuals or
teams.
Technical competencies
Behavioral competencies

15. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 6–15
Stages in the Job
Analysis Process
Figure 6–8

16. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 6–16
Job Analysis Methods
Job Analysis
Methods
Questionnaires
Observation
Work Sampling
Diary/Log
Interviewing
Specialized
Job Analysis
Methods
PAQ
MPDQ
Computerized
Job Analysis

17. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 6–17
Typical Areas Covered in a Job Analysis
Questionnaire
Figure 6–9

18. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 6–18
Behavioral Aspects of Job Analysis
Employee Fears and Anxieties
“Inflation” of Jobs and Titles
Managerial Anxieties (Straitjacket)
Current Incumbent Emphasis
Behavioral
Aspects of
Job
Analysis

19. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 6–19
Job Descriptions and Job Specifications
•Job Description
Identification of the tasks, duties, and responsibilities of
a job
•Performance Standards
Indicator of what the job accomplishes and how
performance is measured in key areas of the job
description.
•Job Specification
The knowledge, skills, and abilities (KSAs) an
individual needs to perform a job satisfactorily.

20. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 6–20
Example Job Description and Specification
Job Title: Accounts Payable and Payroll Accountant
Job Description: Business Partner with Accounts Payable and Payroll
Departments to develop expense forecasts and commentary; prepare
accounts payable and payroll shared services; ensure inputs are posted
weekly, perform account analysis/reconciliations of cash, liability and
employee loan accounts, submit routine reports to Corporate; identify
and implement process improvements relative to all responsibilities
listed above
Job Specification: BS degree in accounting or finance, 2+ years of
accounting or finance experience, sound knowledge of integral accounts
payable and general ledger systems, working knowledge of Hyperion
Software, good communication skills, able to work independently at off-
site location