Part 2 Flashcards
• refers to the process of structuring and organizing tasks, responsibilities, and roles within a job or position
JOB DESIGN
THREE COMMON APPROACHES TO JOB DESIGN
- JOB ENLARGEMENT
- LOB ENRICHMENT
- JOB ROTATION
→ Expanding the scope of a job by adding tasks or responsibilities at the same level of skill and responsibility
JOB ENLARGEMENT
→ Assigning workers additional same level activities, thus increasing the number of activities they perform.
JOB ENLARGEMENT
The goal of this design is to reduce monotony and increase variety in the work - so employees are efficient in working
JOB ENLARGEMENT
→ Leads to higher job satisfaction and motivation
JOB ENLARGEMENT
→ Make the job more challenging and fulfilling by proving employees with opportunities for skill development, greater autonomy in decision making, and a sense of ownership over their work
LOB ENRICHMENT
→ Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.
LOB ENRICHMENT
→ This provides employees a broader prospective of the organization; this would prevent job stagnation or burnout -employees are not bored
JOB ROTATION
→ Periodically moving employees from position to position through different roles within the organization
JOB ROTATION
→ Moving a trainee from department to department to broaden his or her experience and identify strong and weak points to prepare the person for an enhanced role with the company
JOB ROTATION
• Serves as a tool for leaders and maangers to assess their leadership style and identify areas for improvement
• Emphasizes the concern for production and concern for people
BLAKE-MOUTON’S MANAGERIAL GRID
• leader lays more emphasis on the personal needs of the subordinates and give less attention to the output
• friendly and comfortable working environment
Country club management (1,9)
• leader is more concerned with the production and lay less emphasis on the personal needs of his subordinates
• the output in the short run may increase drastically, but there
could be a high labor turnover
Task/Produce-or-perish management (9,1)
• minimal concern for both the people and production (laissez-faire)
• function merely to preserve their jobs and seniority
Impoverished management (1,1)
• most effective leadership style wherein the leader takes both people and production hand in hand
Team management (9,9)
• leader focuses on an adequate performance through a balance between the work requirements and satisfactory morale
• the organization land up to an average performance
• Middle of the road (5,5)
• the degree to which individuals feel positively or negatively about their jobs
JOB SATISFACTION
• Common causes of job dissatisfaction (Forbes)
• Micromanagement: no autonomy
• Lack of progress: employees want to feel the work matters
• Job insecurity: unstable companies
• No confidence on leaders
• Lack of recourse for poor performance
• Poor communication
• Unpleasant coworkers
• Boredom: no fulfillment
FRAMEWORK OF JOB DISSATISFACTION
EVLN
•: leaving the organization
•: active and constructive attempt to improve conditions (discussions, suggestions, union activity)
•: passively but optimistically waiting (speaking up and trusting the management)
•: passively allows conditions to worsen (absenteeism, lateness, reduced effort, increased errors)
Exit
Voice
Loyalty
Neglect
Collection and management of information from one or more sources and the distribution of that information to an audience
COMMUNICATION
COMMUNICATION BARRIERS
Filtering
Selective perception
Information overload
Emotions
Language
Physical barrier
Personal barrier
• Planned operation of information to make it more favorable to the receiver
Filtering
Receiving communication is selected by the receiver depending on their background, experience, needs, or motivation
Selective perception
The receiver can’t understand the message to the massive amount of information
Information overload
The emotions of the receiver during the relay of information can affect the
transmission (happy, sad, afraid)
Emotions
Words have different meanings to different people (cultural background)
Language
Noise, distance, improper time
Physical barrier
• Attitude of superiors, ignoring the juniors, poor listening skills, egotism
Personal barrier
BULLYING IN THE LABORATORY
Requires conflict resolution
• Good communication skills
• Mediation strategies
• Practical interventions
• Excessive and prolonged stress
• Feeling overwhelmed, emotionally drained, and unable to meet constant demands
• A major occupational syndrome
BURNOUT
• Major factor in low morale, absenteeism, and high job turnover
BURNOUT
• Common reasons of BURNOUT
• Pressure for immediate results
• Limited mobility
• Low pay
• Limited authority
• May lead to feelings of sadness and depression
Burnout
Mediation strategies of BULLYING
• Problem-solving
• Mediation and negotiation
• Follow-up and monitoring
• Documentation
Practical interventions of BULLYING
• Training and creating a safe working environment
- Moving a trainee from department to department to broaden his or her experience and identify strong and weak points to prepare the person for an enhanced role with the company
Job rotation
- Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.
• Job enrichment
- Assigning workers additional same level activities, thus increasing the number of activities they perform.
Job enlargement
