job design and stress management perilaku organisasi
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Job Design and Stress
Management
Job Design and Stress
Management
Perilaku Organisasi
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Objective of HR Strategy
To manage labor and design jobs so people are effectively and efficiently utilized
Use people efficiently within constraints
Provide reasonable quality of work life
© 1995 Corel Corp.
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Stress
A dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important.
Work Stress and Its Management
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Work Stress and Its Management
Constraints
Forces that prevent individuals from doing what they desire.
Demands
The loss of something desired.
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Potential Sources of Stress
Environmental Factors
– Economic uncertainties of the business cycle
– Political uncertainties of political systems
– Technological uncertainties of technical innovations
– Terrorism in threats to physical safety and security
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Potential Sources of Stress
Organizational Factors
– Task demands related to the job
– Role demands of functioning in an organization
– Interpersonal demands created by other employees
– Organizational structure (rules and regulations)
– Organizational leadership (managerial style)
– Organization’s life stage (growth, stability, or decline)
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Potential Sources of Stress (cont’d)
Individual Factors
– Family and personal relationships
– Economic problems from exceeding earning capacity
– Personality problems arising for basic disposition
Individual Differences
– Perceptual variations of how reality will affect the individual’s future.
– Greater job experience moderates stress effects.
– Social support buffers job stress.
– Internal locus of control lowers perceived job stress.
– Strong feelings of self-efficacy reduce reactions to job stress.
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Consequences of Stress
High LevelsHigh Levelsof Stressof Stress
High LevelsHigh Levelsof Stressof Stress
PhysiologicalPhysiologicalSymptomsSymptoms
PhysiologicalPhysiologicalSymptomsSymptoms
BehavioralBehavioralSymptomsSymptoms
BehavioralBehavioralSymptomsSymptoms
PsychologicalPsychologicalSymptomsSymptoms
PsychologicalPsychologicalSymptomsSymptoms
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A Model of Stress
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Inverted-U Relationship between Stress and Job Performance
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Managing Stress
Individual Approaches– Implementing time management– Increasing physical exercise– Relaxation training– Expanding social support network
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Managing Stress
Organizational Approaches– Improved personnel selection and job placement– Training– Use of realistic goal setting
– Redesigning of jobsRedesigning of jobs– Increased employee involvement– Improved organizational communication– Offering employee sabbaticals– Establishment of corporate wellness programs
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Job Design
The process of linking specific tasks to specific jobs and deciding what techniques, equipment, and procedures should be used to perform those tasks.
• Job specialization• Job expansion• Psychological components• Self-directed teams• Motivation and incentive systems• Ergonomics and work methods
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Job Specialization
• Involves• Breaking jobs into small component parts • Assigning specialists to do each part
• Greater dexterity & faster learning• Less lost time changing jobs or tools• Use more specialized tools• Pay only for needed skills
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Job Expansion
• Process of adding more variety to jobs• Intended to reduce boredom associated
with labor specialization• Methods
• Job enlargement• Job enrichment• Job rotation• Employee empowerment
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Job Expansion
Job enlargement,Increasing the number of tasks a worker performs but keeping all of the tasks at the same level of difficulty and responsibility; also called horizontal job loading.
Job enrichment,Increasing a worker’s responsibility and control over his or her work;also called vertical jab loading.
Ways of enriching jobs:•Allow workers to plan their own work schedules•Allow workers to decide how the work should be performed•Allow workers to check their own work•Allow workers to learn new skills
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Job Expansion
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Job Expansion
GeriatricsGeriatrics
PediatricsPediatrics
MaternityMaternity
Job Rotation
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Job Expansion
ControlControl
Decision-MakingDecision-Making
PlanningPlanning
Employee empowerment
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Psychological Component
• Individuals have values, attitudes, and emotions that affect job resultsExample: Work is a social experience that affects belonging needs
• Effective worker behavior comes mostly from within the individualScientific management argued for external financial rewards
• First examined in ‘Hawthorne studies’
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Hawthorne studies (psychological component)
• Conducted in late 1920’s• Western Electric Hawthorne plant• Showed importance of the individual in the
workplace• Showed the presence of a social system in
the workplace
Conclusions;Conclusions;Increased productivity was due to workers’ receiving attention, and social pressure caused workers to produce at group-norm level.
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Self-Directed Teams
Group of empowered individuals working together for a common goal
May be organized for short-term or long-term objectives
Reasons for effectiveness– Provide employee empowerment– Provide core job characteristics– Meet psychological needs (e.g., belonging)
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Job Design Continuum
Increasing reliance on employees’ contribution and increasing acceptance of responsibility by employee
SpecializationSpecialization
EnlargementEnlargement
EnrichmentEnrichment
EmpowermentEmpowerment
Self-directed Self-directed TeamsTeams
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Motivation and Money
Taylor’s scientific management (1911)– Workers are motivated mainly by money– Suggested piece-rate system
Maslow’s theory (1943)– People are motivated by hierarchy of
needs, which includes money Herzberg (1959)
– Money either dissatisfies or is neutral in its effect
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Monetary Incentives
Bonuses: Cash & stock options Profit sharing: Distribution of profits Gain sharing: Reward for company
performance (e.g., cost reduction) Incentive systems
– Measured daywork: Pay based on standard time
– Piece rate: Pay based on pieces done
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Ergonomics
Study of work Also called ‘human factors’ Involves human-machine interface Examples
– Mouse– Keyboard
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