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16 Cards in this Set
- Front
- Back
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job analysis
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process of gathering, analyzing, and synthesizing information about jobs to create job descriptions
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job description
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a written summary of the job - its activities, equipment required, working conditions of the job
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job specifications
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a written explanation of the skills, knowledge, abilities, and other characteristics needed to perform the job effectively
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Steps in a Typical Job Analysis (5)
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1. examine the overall organization
2. select jobs to be analyzed 3. collect data on jobs 4. prepare job description 5. prepare job specification |
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2 characteristics of job design
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job specialization/job range
job depth |
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job specialization/job range
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how many tasks will comprise the job: many or few
job range (breadth) - the number of tasks a worker performs in completing a single cycle of the job |
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job depth
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the amount of discretion a worker has in performing tasks :(the what decisions?)
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job rotation
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a worker rotates among a group of jobs
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job enlargement
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increasing the job range by loading horizontally (more of the same)
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job enrichment
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increasing the job range and depth (autonomy) of the job - vertical loading of the job
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job redesign (3)
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job rotation
job enlargement job enrichment |
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fredrick Herzberg: the father of job enrichment
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-research in 1950, 200 acc and engineers
- 2 factor model - started the notion the $ is not a motivator - recognized the job could be intrinsically motivating if challenging and responsible |
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Hackman & Oldham Model
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13- variable job characteristics model explains how job redesign efforts impact individual and organizational outcomes
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Five core dimensions
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1. skill variety
2. task identity 3. task significance 4. autonomy 5. feedback |
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Hackman & Oldham Model most important variable
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Strength of employees Need For Growth
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Factors determining whether job enrichment is appropriate
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- does organization have the resources needed to train workers
- are the workers able and ready to take on increased responsibility - does the org. culture support job enrichment efforts - is the org. strategy congruent with it? |
