THE CHANGING NATURE THE CHANGING NATURE OF WORKOF WORK

CHAPTER 15CHAPTER 15

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THE CHANGING NATURE OF THE CHANGING NATURE OF WORKWORK

• A job:A job: collection of task performed collection of task performed in support of organizational in support of organizational objectives. objectives.

• Psychological aspects:Psychological aspects: a set of a set of expectations held by an individual expectations held by an individual about working relationships with the about working relationships with the organization. organization.

• If broken, morale problems occur. If broken, morale problems occur.

• Employee Contributions:Employee Contributions: – effort, time, creativity & loyaltyeffort, time, creativity & loyalty

• Company Inducements:Company Inducements: – pay, fringe benefits, training, personal pay, fringe benefits, training, personal

growth & advancement. growth & advancement.

QWLQWL

• Quality of work lifeQuality of work life: life at work : life at work spills over into your home life. If spills over into your home life. If you’re not feeling good about work it you’re not feeling good about work it will affect your relationships at home. will affect your relationships at home.

• Work-life balance: fit between work Work-life balance: fit between work & home& home

Closely related to QWL is:Closely related to QWL is:

• a) a) Job satisfactionJob satisfaction: a measure of : a measure of quality of work life; how we feel about quality of work life; how we feel about our job; correlation between job our job; correlation between job satisfaction and absenteeism and turn-satisfaction and absenteeism and turn-over. over.

• b) b) Job involvementJob involvement: extent to which : extent to which an individual is dedicated to a job. ie an individual is dedicated to a job. ie perfect attendance awards & perfect attendance awards & pneumonia pneumonia

Job PerformanceJob Performance

• Job Performance:Job Performance: quantity & quantity & quality of work accomplishedquality of work accomplished

Ability x Support x Effort = individual Ability x Support x Effort = individual performance performance

• (Effort is (Effort is intrinsic intrinsic rather than by rather than by outside supervisor appeals) outside supervisor appeals)

ALTERNATIVE JOB-DESIGN ALTERNATIVE JOB-DESIGN APPROACHES:APPROACHES:• Rotation:Rotation: increases task variety by doing increases task variety by doing

different tasksdifferent tasks

• Simplification:Simplification: standardizing work procedures; standardizing work procedures; workers often boredworkers often bored

• Enlargement:Enlargement: combine two or more jobs into combine two or more jobs into one (These reduce monotony in a job)one (These reduce monotony in a job)

• Enrichment:Enrichment: add work planning & evaluation add work planning & evaluation duties to normal tasks. Herzberg theory of duties to normal tasks. Herzberg theory of motivation.motivation.

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Job StressJob Stress

• Stressors: one’s work attitude, Stressors: one’s work attitude, behaviour and job performancebehaviour and job performance

• Two common work-related stress Two common work-related stress syndromes:syndromes:– set up to fail – impossible to meet set up to fail – impossible to meet

performance expectationsperformance expectations– Mistaken identity – end up in a job that Mistaken identity – end up in a job that

doesn’t match skill setdoesn’t match skill set

Stressors Stressors

• Personal factors also create stress: Personal factors also create stress: your needs, capabilities & personalityyour needs, capabilities & personality

• Home life stressors: family event Home life stressors: family event (birth), job loss by spouse, personal (birth), job loss by spouse, personal relationships.relationships.

Type A Personality Type A Personality

• Type A Personality: High achiever, impatient and Type A Personality: High achiever, impatient and perfectionist. Create stress where others find none.perfectionist. Create stress where others find none.

• Characteristics of Type A Personality:Characteristics of Type A Personality:– Always moving, walking eating rapidlyAlways moving, walking eating rapidly– Acting impatient, hurrying others, dislike waitingActing impatient, hurrying others, dislike waiting– MultitaskingMultitasking– Feel guilty when relaxingFeel guilty when relaxing– Schedule more in less time’Schedule more in less time’– Nervous ticksNervous ticks– Hurrying or interrupting speech of othersHurrying or interrupting speech of others

• Two faces of stress: Two faces of stress: – Constructive: increases effort, stimulates Constructive: increases effort, stimulates

creativity & diligence in workcreativity & diligence in work– Destructive: impairs performance leading to job Destructive: impairs performance leading to job

burnout, workplace rage, reduced immune burnout, workplace rage, reduced immune system system

• Employee Assistance programs: personal Employee Assistance programs: personal issues – finance, child care, substance issues – finance, child care, substance abuse, elder care.abuse, elder care.

Four reasons Managers MUST Four reasons Managers MUST be good at handling workplace be good at handling workplace stress:stress:• Humanitarianism – Managerial Humanitarianism – Managerial

awareness & action can enhance awareness & action can enhance employee health and it is their employee health and it is their humanitarian duty to do so.humanitarian duty to do so.

• Productivity – Healthy employee are Productivity – Healthy employee are absent less often, make fewer absent less often, make fewer errors & turnover is lower.errors & turnover is lower.

Four reasons Managers MUST Four reasons Managers MUST be good at handling workplace be good at handling workplace stress:stress:• Creativity – Unhealthy employees Creativity – Unhealthy employees

take fewer reasonable risks & are take fewer reasonable risks & are less creative.less creative.

• Return on Investment- the Return on Investment- the companies return on the time & $ companies return on the time & $ invested in their people are lost if invested in their people are lost if poor health reduces or removes the poor health reduces or removes the individual’s contributions. individual’s contributions.

JOB ARRANGEMENTSJOB ARRANGEMENTS

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