F: Job Design and Networks

Question 1

1. Describe the Job Characteristics Model and how it helps us understand workplace outcomes.

Answer 1

The Job Characteristics Model (JCM), developed by Hackman and Oldham, is a framework that identifies five core job dimensions that influence three critical psychological states, which in turn affect several important work outcomes. The model suggests that jobs can be designed to enhance employee motivation, satisfaction, and performance by considering these dimensions:

Skill Variety: The extent to which a job requires a variety of different activities and skills.
Task Identity: The degree to which a job requires completion of a whole and identifiable piece of work.
Task Significance: The impact that a job has on the lives of other people, both within the organization and outside it.
Autonomy: The extent to which a job provides the worker with freedom, independence, and discretion in scheduling the work and determining the procedures to be used.
Feedback: The degree to which carrying out the work activities required by the job results in the employee receiving direct and clear information about the effectiveness of their performance.

These core dimensions influence three psychological states:

Experienced Meaningfulness of the Work: Influenced by skill variety, task identity, and task significance.
Experienced Responsibility for Outcomes of the Work: Influenced by autonomy.
Knowledge of the Actual Results of the Work Activities: Influenced by feedback.

When these psychological states are positively experienced, they lead to high intrinsic motivation, high job performance, high job satisfaction, and low absenteeism and turnover.

Question 2

2. What is relational job design? How does relational job design impact workplace outcomes?

Answer 2

Relational Job Design focuses on how the structure of a job influences the employee’s opportunities to connect and interact with others, particularly those who benefit from their work. It emphasizes the social impact of a job, encouraging employees to perceive their work as meaningful by enhancing their interactions with beneficiaries.

Impact on Workplace Outcomes: Relational job design can increase employees’ motivation to make a positive difference, which can enhance effort, persistence, and job satisfaction. It can also foster a stronger affective commitment to the beneficiaries of their work, leading to better performance and increased prosocial behaviors like helping others.

Question 3

3. What is job crafting? What are the three major dimensions?

Answer 3

Job Crafting refers to the process by which employees actively alter the design of their own jobs to better fit their needs, strengths, and interests. There are three major dimensions of job crafting:

Task Crafting: Changing the number, scope, or type of tasks one performs. For example, an employee might take on additional responsibilities that are more aligned with their interests.

Relational Crafting: Altering the nature or extent of interactions with others at work. For instance, an employee might seek out more collaboration with colleagues they find inspiring.

Cognitive Crafting: Changing the way one perceives the tasks or the job as a whole. An employee might, for example, start viewing their role as more critical to the organization’s mission, thereby increasing their sense of purpose

Question 4

4. What are structural holes?

Answer 4

Structural Holes are gaps between non-redundant contacts in a social network. These holes represent opportunities for individuals, known as brokers, to act as bridges between different parts of the network. Brokers who fill these structural holes can gain power and social capital by facilitating the flow of information and resources between otherwise disconnected groups, thereby enhancing their influence and visibility within the organization.

Question 5

5. Describe the major work outcomes that can be predicted from knowing (a) James’ position and (b) Roberts’ position in this network.

Answer 5

James’ Position: If James occupies a central position in a network, especially as a broker filling structural holes, he is likely to have access to diverse information, greater visibility, and influence. This position can lead to higher performance, faster promotion, and more opportunities for leadership roles because he can effectively connect different parts of the organization and control the flow of information.

Roberts’ Position: If Roberts occupies a more peripheral or isolated position in the network, he may have limited access to important information and fewer opportunities for influence. This can result in lower job performance, slower career advancement, and possibly even job dissatisfaction due to feeling disconnected from key organizational activities.

Question 6

6. What kinds of information is likely to be transmitted via a weak tie? A strong tie?

Answer 6

Weak Tie: Weak ties are relationships that are not close but connect different social circles. They are useful for transmitting novel information, such as job opportunities, because they provide access to diverse and non-redundant information. Weak ties often connect individuals to different parts of a network, offering new perspectives and opportunities.

Strong Tie: Strong ties are close, frequent, and intimate relationships, such as those with close friends or family members. These ties are more likely to transmit sensitive, detailed, or complex information that requires trust and understanding. Strong ties also provide emotional support and are critical during times of crisis.

Question 7

7. What does the “strength of weak ties” mean?

Answer 7

The “Strength of Weak Ties” concept, introduced by Mark Granovetter, suggests that weak ties are often more valuable than strong ties for gaining access to new information and opportunities. This is because weak ties connect individuals to different social networks, providing access to information that they wouldn’t get from their immediate, close-knit circles. For example, people often find out about new job opportunities through acquaintances rather than close friends, because acquaintances move in different social circles and can offer information from outside the individual’s usual network

Question 8

What does the image represent?

Answer 8

This image appears to represent a social network analysis diagram showing the relationships between individuals in different groups (A, B, C, and D). The nodes (circles) represent individuals, and the lines (edges) between them represent social ties or interactions.
Key points from the diagram:
1. Group Density: The density table shows the connection strength within and between the different groups. For example, Group A has a high density (85), meaning members of Group A are closely connected. In contrast, the connection between Group C and D to others is weak or non-existent (density of 0).
2. Key Individuals:
o James: Positioned in Group B with several connections within the group and a few to other groups. His position indicates he may be central within Group B, possibly acting as a bridge to other individuals.
o Robert: Positioned between Group A and B, acting as a bridge or broker between these groups. He connects Group A to Group B and possibly to other groups, making him influential in facilitating communication between these groups.
3. Structural Holes: The gaps between Group A and B are bridged by Robert, while James may connect different clusters within Group B. Robert’s role as a broker filling these structural holes gives him potential power and influence over the flow of information between groups.
4. Intergroup Interaction: The solid and dashed lines show interactions within and across groups. For example, Group A is well-connected internally, but its connections to other groups rely heavily on individuals like Robert.