OBJECTIVES OF STUDY
1. To understand the relationship between job design and motivation.
2. To compare different levels of Job design on different levels-Skill Variety, Task identity, Task Significance, utonomy, !eedback
3. To Study the correlation between each of the variables of Job design and "otivation.
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Conceptual Framework
s Job $%S&'( is the process deciding on the content of a job in terms of its duties and responsibilities on the methods to be used in carrying out of the jobs, in terms of techni)ues, systems and procedure, * on the relationship that should e+ist between the job holder * his superiors, subordinate * colleagues a brief study on the motivation level of the managers in respect to their level of Job design whether they are high motivators or low in their job satisfaction level in job design. ,asically, the research will be in accordance with the "anagers and e+ecutive of hospitality sector. -esearch "ethodology will include the research design in which the study of the "anagers and e+ecutives will include and various facts through the )uestionnaires will be there of job design and motivation. The significant difference was observed in the perceived work motivation of employees . s motivation potential is linked to five core characteristics that affect three psychological states essential to internal work motivation and positive work outcome. Similarly, the employees of both the companies have the same perceived work motivation if they are given the work environment and incentives that they need and deserve. The issue of professionalism is a very important one, but non-professional among employees are essential to various operations and their motivation and commitment are also essential. "any employees, therefore, take the same approach to motivation for all of their employees, irrespective of status and )ualifications, Senior "anagers should give chance to take their own decisions and they can take initiatives, so the employees will be highly
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motivated. /ence, the non significant difference in their perception of work motivation in job design is probably connected with each other.
I!T"ODUCTIO!
CO!CE#T OF JOB DESI$!0
&n recent decades, human resource managers, have reali1ed that what an employee actually does on the job 2design of a job3has considerable influence on his productivity and job satisfaction. Job analysis helps in developing appropriate design of job to improve efficiency and satisfaction. Job design is the process of deciding on the contents of a job in terms of its duties and responsibilities, on the methods to be used in carrying out the job, in terms of techni)ues, systems and procedures, and on the relationship that should e+ist between the jobholder and his superiors, subordinates and colleagues. &t is a deliberate and systematic attempt to structure the technical and social aspects of work so as to improve technical efficiency and job satisfaction. Job design is an attempt to create a match between job re)uirements and human attributes. &t involves both organi1ing the components of a job and the interaction patterns among the members of the work group. The main objective of job design is to integrate the needs of the individual and the re)uirements of the organi1ation. (eeds of employees include job satisfaction in terms of interest, challenge and achievement4
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6rgani1ational re)uirements refer to high productivity, technical efficiency, and )uality of work. Today educated and creative employees demand well designed jobs. Therefore, increasing attempts are being made to redesign jobs, so as to improve the )uality of working life. systematic body of knowledge on the designing of jobs has been developed after the industrial revolution and the large scale enterprises. 7ith the help of knowledge about job re)uirements, improvements in work design and work methods can be made to improve productivity and job satisfaction. This takes two forms namely industrial engineering and human engineering. The former is concerned with measurement, simplification, and improvement of work so as to improve efficiency and reduce costs. The letter involves redesigning jobs to match the physical and psychological capabilities of employees.
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%##"O%C&ES TO JOB DESI$!
The main approaches to job design are described below0 1. Cla''(cal approac) lso known as engineering approach, it was developed by !.7.Taylor and his associates. The principles of scientific management formed the basis for designing jobs in most organi1ations. These principles focus on planning, standardi1ing and improving human effort at the operative level in order to ma+imi1e productivity. &n other words, of Taylor, 9the work of every workman is fully planned out by the management at least one day in advance and each man receives in most cases complete written instructions describing n detail the task which he is to accomplish. This task specifies not only what is to be done but how is to be done and the e+act time allowed for doing it.: Scientific "anagement offers the following principles for job design. Task !ragmentation0 %very task should be broken into small components in order to improve technical efficiency. i3 ii3 iii3 6ptimi1ation of technology0 Through scientific study and analysis Standardi1ation0 The method so discovered is standardi1ed through Speciali1ation0 7orkers should be selected to perform specific
the best method for doing a task is developed. time * motion studies. tasks so as to ensure narrow speciali1ation.
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Training0 7orkers so selected are trained in the most efficient
method for performing the task. !ragmentation of task into simple operations re)uiring low level of skills helps to reduce considerably the time and cost involved in training. v3 &ndividual -esponsibility0 %ach worker is made responsible for a single operation forming part of the total task. 6ne man-one job becomes thereby the building block of the organi1ation. vi3 %conomic &ncentive0 "onetary compensation should be used to reward efficient performance.
These principles appear to offer a rational and task-centered approach to job design. Standardi1ation, simplification, and speciali1ation help to make jobholders e+perts leading to higher productivity, and lower costs. ,ut jobs designed on the basis of these principles have following problems.
a3
(arrow Speciali1ation0
worker performs only one element of the
total task. s a result his full potential is not utili1ed. The job offers no challenge to the worker. b3 -outinsation0 $ue to narrow speciali1ation and task fragmentation the same operation has to be repeated again and again. Such repetition causes boredom in the absence of variety of tasks. c3 d3 -eduction in work cycle0 The time interval at which the operation is "echanical <acing0 &n assembly line jobs, workers have to maintain a repeated becomes small leading to monotony. regular pace of work.
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e3 f3 g3
>ack of job pride0 $ue to narrow speciali1ation, no worker produces Techno-economic appraisal0 Technical efficiency is used to judge >ittle interaction0 6n account of the need for constant attention on a
an identifiable end product. 7orkers can not take pride in their output. performance overlooking human satisfaction. narrow job, employees get little opportunity to interact socially with one another. .. Be)a*(oral %pproac)0 The findings of %lton mayo, !rederick /ert1berg and other human relations e+perts led to search for alternative ways of designing jobs so as to avoid the dysfunctional conse)uences of standardi1ation and simplification. Job redesign, work structuring, job enrichment participative system and other similar strategies were developed to improve the )uality of work life. The aim of all these attempts to design jobs which will not only ensure technical efficiency but will satisfy social and psychological needs of workers. The most popular behavioral approach to job redesign is the job characteristic model of /ack man nd 6ldham. This model is based on the assumption that three key psychological states of a jobholder determine his motivation, satisfaction and performance on the job. These states are0 a3 b3 %+perienced meaningfulness0 - The degree to which the jobholder %+perienced responsibility0 - The e+tent to which the jobholder feels
e+periences work as important and worthwhile. personally responsible and accountable for the results of the work performed.
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c3
@nowledge of results0 - &nformation about how well he is
performing the job.
7hen a worker e+periences these states on the job, he feels motivated. /e works hard to perform well to the e+tent these states are important to the worker. Therefore, motivation, satisfaction and performance should be integrated in the job design. These psychological sates are generated by the following core job dimensions0 #3 .3 53 83 ;3 Task &dentity Skill variety utonomy Task significance !eedback
A
+ET&ODS OF JOB DESI$! ,
Some of the popular methods used to improve the motivating potential of jobs are given below0 #3 Jo- "otat(on0 - &t implies the shifting of an employee from one job to
another without any change in the jobs. !or %+ample, a back clerk may be shifted from cash counter to token counter to teller counter and so on. The main advantage of job rotation is that it relieves the employee from the boredom and monitory of doing a single task. Job -otation however has a very limited potential. -ather an employee is asked to perform several monotonous jobs in place of single jobs. Therefore, the employees who want a challenging and satisfying Job still feel frustrated. "oreover, fre)uent shifting of employees may course interruptions in the work routine of the organi1ations.
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Jo- Enlar.ement , &t is the process of increasing the scope of a job by adding more tasks to it. The related such tasks are totally combined. The widened and more comple+ job is e+pected to satisfy the higher order needs of employees. $ue to variety of task, an employee gets the opportunity to make great use of his mind and skill. !or e+ample in a company there are three group of salesperson for three different sales functions
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namely booking orders, delivering the product and providing after sales service. Cnder job enlargement all the groups are merged together so that every salesperson performs all the three functions.
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Jo- Enr(c)ment0 - &t involves designing a job in such a way that it provides the worker greater autonomy for planning and controlling his own performance. &t is based on the assumption that in order to motivate employees, the job itself must provide opportunities for achievement, recognition, responsibility, advancement and growth. Job %nrichment needs to be differentiated from job
enlargement. Job %nlargement involves hori1ontal loading of the job by adding a variety of operations.
Steps in Job enrichment0#3 .3 53 Selecting jobs which are amenable to job enrichment. &dentifying the changes that may enrich the selected jobs. Dhanging the contents of a job as to provide self control, responsibility, achievement and advancement. This can be done by forming natural work groups, combining tasks and opening feedback channel 83 &ntegrating the enriched jobs into the daily work routine of the organi1ation. /0 +OTIV%TIO! ,
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"otivation is a process of activating the potential in employees and focuses on the motivating role fulfilled by the social work manager. The challenge at hand is to find different ways to motivate employees. "anagers, as emphasi1ed by ,lake and "outon 2#B=83 in their behavioral model, have 9two major concerns0 <-6$CDT&6( * <%6<>%: which are held responsible and accountable for the motivation of employees. %mployees are supposed to perform various activities to achieve something which have certain conse)uences in the organi1ation as a whole. &n order to perform the work, employees also need various things, which shape their inputs to be able to perform the work. %mployees need certain things, which shape their inputs to the organi1ation. %mployees are mainly motivated byjob design, job satisfaction, and incentives. $ifferent motivational strategies are their which play a vital role in motivating social workers. Si+ contemporary motivation strategies, namely0#3 .3 53 83 ;3 =3 "otivation by Job design "otivation by job satisfaction "otivation by incentives "otivation by training, education and development "otivation by performance management "otivation by empowerment
+ot(*at(on -1 Jo- De'(.n , Job design is the process of defining a certain way in which the work will be performed and the tasks that will be re)uired to do a given job. Job
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redesign refers to changing tasks or the way work is performed in an e+isting job. Thorough understanding of job should be there as it e+ists 2through job analysis3 and its place in the larger work unitFs workflow process. Job design involves deliberate and purposeful planning in one basic process in order to bring both the structural and psychological aspects of the activity together. <roperly designed jobs are of great interest, challenge and are achievable, and rewarding. "anagers must prepare such job descriptions which spell out the various duties, processes, authority, responsibility, and accountability inherent in a given job. 6rgani1ations can bring about higher levels of motivation by designing jobs that enable people to have their needs fulfilled. The social work manager must assist the organi1ation can bring about higher levels of motivation. The social work manger must assist the organi1ation to create the opportunity for individuals to make choices about the kind of work they prefer to do so that everyone ca e+perience job enrichment. !or Dovey, Job design is important as how to relate to the mission of the organi1ation and what personal contribution employees can make for a clear sense of what the job is all about, resources and support systems that can be used must be available and %mployees should also enjoy some degree of autonomy to choose methods to achieve the desired results. The motivational approach to job design has its roots in different organi1ational psychology and management literature. &t focuses on various job characteristics that affects the psychological meaning and potential, and
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which views attitudinal variables such as satisfaction, intrinsic motivation ,job involvement and behavioral variables, such as attendance and performance as the most important outcomes0-
#3 .3 53 83 ;3 =3
utonomy &ntrinsic and e+trinsic job feedback Social interaction TaskG 'oal clarity Task significance 'rowthGlearning
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REVIEW OF LITERATUE
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Jo- 2e'(.n an2 +ot(*at(on
Job design is an important method managers can use to enhance employee performance. 6ne way that managers address job design is by creative with techni)ues as straightforward altering job titles. Job design is how organi1ations define and structure jobs. <roperly designed jobs can have a positive impact on the motivation, performance and job satisfaction of those who perform them. on the other hand poorly designed jobs can impair motivation and job satisfaction. ,asically there are some )uestions which every department has to take in consideration while designing a job. #3 .3 53 83 ;3 7hat motivational factors staff needs to perform4 &s their level of work satisfies their needs of job4 &s it resourceful4 $oes it lead to proper satisfaction of doing the job4 re the employeesF basic needs of job related4
Job design refers to organi1ing various tasks, duties into a productive unit of work environment. &t involves designating the content of jobs and the effect of jobs on employees, and identifying the components of a given job is an integral part of design.
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"ore attention is being paid to job design for three major reasons0
#3 Job design can influence performance in certain areas of jobs, especially those where employee motivation can make a substantial and static difference. >ower cost through reduced turnover and various absenteeism are also related to good job design.
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,ecause people are more satisfied with certain job configurations
than with others, it is very important to be able to identify what makes a 9good: job because Job design can affect job satisfaction in various ways. 53 Job design can affect in both ways through physical and mental health. $ifferent %+ample problems such as backache or leg pain can sometimes be traced directly to job design, as can stress is directly related to high blood pressure and various heart disease.
The job-characteristic model identifies five various important design characteristics of jobs. Such characteristics affect the meaningfulness of work, stimulate responsibility, provide knowledge of results and lead to different desired psychological and behavioral outcomes related to the job design method. Jobs designed to take advantage of these five components are more likely to be positively received by employees, and a key in distinguishing between 9good: and 9bad: jobs or high or low level group jobs. Sk(ll Var(et1
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The e+tent to which the work re)uires several activities for successful completion indicates its skill variety of different jobs in the job design method. !or e+ample, when an assembly-line worker performs the same two tasks repetitively low skill variety e+ists in various forms. The more skills involved in the more meaningful the work. Skill variety can be enhanced in several ways. Job rotation can break the monotony of an otherwise routine job with little scope by shifting a person from one job to another job. Job enlargement broadens the scope of a job by e+panding the number of different tasks to be performed.
Ta'k (2ent(t1 The e+tent to which the job includes a 9whole: identifiable unit of work carried out from the start to the finish and resulting in an tangible outcome is its task identity. !or e+ample, having one staff member responsible for all the aspects of recall and another responsible for the nutrition and retail product inventory results in task identity. Separation of duties and wellwritten job descriptions help promote the task identity. Ta'k S(.n(3(cance The amount of the impact of a job has on the other people indicates its task significance. job is more meaningful if it is also important to the other people for some reason. Since staff love to hear how their job contributes to the success of the practice, public and private acknowledgement of the importance of their positions via memos, meetings and performance appraisals is key.
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%utonom1 The e+tent of the individual freedom and discretion in the work and its scheduling indicates autonomy. "ore autonomy leads to the greater feeling of personal responsibility for the work. Job enrichment, or increasing depth of the job by adding responsibility for planning, organi1ing, controlling and evaluating the job, results in more autonomy. &ncreasing an employeeFs accountability for work by reducing various e+ternal controls also promotes autonomy. Fee2-ack The amount of information, which employees receive, about how well or how poorly they have performed is called as feedback. !eedback helps employees in understanding the effectiveness of performance and contributes to their overall knowledge about their work. gain, the doctor 2D.%.6.3 plays a very significant role in providing the feedback of the staffFs collective performance via groups, meetings and discussions and personal performance in various closed-door meetings. !inally, it is very important to note the individual responses to different jobs vary. job may be motivating to one person but not to the other one, and depending on how jobs are designed and rated they may provide more or less opportunity for the employees satisfying their job-related needs. !or e+ample, being a receptionist may furnish a good opportunity to satisfy social needs, whereas a training assignment may satisfy a personFs need to be an e+pert in a certain or particular area. !urther, a job that gives a little
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latitude may not satisfy an individualFs need to be creative or more innovative. lthough it is )uite imperative to understand how jobs satisfy evaluated to promote motivation, performance and satisfaction. -emember, itFs not just 9the work done: in a position that defines the job. &tFs also the atmosphere of the practice, and the more, of a given job itself. Job design refers to the way that a set of tasks, or an entire job, is organi1ed in different way so as to determine0
• • • •
what tasks are to be how the tasks are to be done how many tasks are to be done in what order the tasks should be done
&t takes into account all factors which affect the work, and organi1es the content and tasks so that the whole job is less likely to be a risk to the employee. Job design involves various administrative areas0
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job rotation, job enlargement, taskGmachine pacing, work breaks, and 7orking hours. well designed job will encourage a variety of HgoodH body positions, which
have reasonable strength re)uirements, re)uire a reasonable amount of mental activity, and help foster feelings of achievement and self-esteem. Job design principles can address various problems such as0
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work overload, work under load,
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repetitiveness, limited control over work, isolation, shift work, delays in filling vacant positions, e+cessive working hours, and >imited understanding of the whole job process.
Job design is sometimes considered as a way to de with stress in the workplace. 'ood job designing accommodates employeesH mental and physical characteristics by paying attention to the below two factors0
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muscular energy such as workGrest schedules or pace of work, and mental energy such as boring versus e+tremely difficult tasks.
'ood job design0
•
%mployees should have the option to vary activities accordingly to
personal needs, work habits, and the circumstances in the workplace environment.
• •
'ives every employees a sense of accomplishment. &ncludes training so employees know what tasks to do and how to do <rovides good work *rest schedules. llows for an adjustment period for physically demanding jobs. <rovides feedback to the employees about their performance through "inimi1es energy e+penditure and various force re)uirements. ,alances static and dynamic work.
them properly.
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feedback.
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Job design is an ongoing process. The goal is to make adjustments as conditions or tasks change within the workplace. chieving good job design involves various administrative practices that determine what the employee does, for how long, where, and when as well as giving the employees choice where ever possible. &n job design, you may choose to e+amine the various tasks of an individual job or the design of a group of jobs. %pproac)e' to 4o- 2e'(.n (nclu2e Jo- Enlar.ement Job enlargement changes the jobs to include more andGor different tasks. Job enlargement should add interest to the work but may or may not give employees more responsibility. Jo- "otat(on Job rotation moves employees from one task to another. &t distributes the group tasks among a number of employees. Jo- Enr(c)ment0 Job enrichment allows employees to assume more responsibility, accountability, and independence when learning new tasks or to allow for greater participation and new opportunities. O*erall .oal' o3 4o- 2e'(.n Ta'k Var(et1 To alleviate boredom, avoid both e+cessive static body positions and repetitive movements. $esign jobs to have a variety of tasks that re)uire changes in body position, muscles used, and mental activities. Two methods are job enlargement and job rotation. !or e+ample, if an employee normally assembles parts, the job may be enlarged to include new tasks such as work planning, inspection G )uality control, or maintenance. lternatively, the tasks may include working in the same department, but changing tasks every
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hour. !or e+ample, in a laundry facility employees can rotate between various stations 2sorting, washer, dryer, iron, etc3 as long as it provides for a change in physical or mental e+penditure. 5ork Break' 6 "e't Break' -est breaks help alleviate the problems of unavoidable repetitive movements or static body positions. "ore fre)uent but shorter breaks 2sometimes called Imicro breaksI3 are sometimes preferable to fewer long breaks. $uring rest breaks, encourage employees to change body position and to e+ercise. &t is )uite important that employees stretch and use different muscle groups, if the employee has been very active, a rest break should include a stationary activity or stretching. %llowance 3or an %24u'tment #er(o20 7hen work demands physical effort, have an adjustment period for new employees and for all employees after holidays, layoffs, or serious illnesses. llow time to become accustomed to the physical demands of work by gradually Igetting in shape.I %mployees who work in e+treme hot or cold conditions also need time to acclimati1e. #ro*(2e Tra(n(n. Training in correct work procedures and e)uipment operation is needed so that employees understand what is e+pected of them and how to work safely at the work time. Training should be organi1ed, consistent and ongoing. &t may occur in a classroom or on the job. Var1 +ental %ct(*(t(e'
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Tasks should be coordinated so that they are balanced during the day for the individual employee as well as balanced among a group of employees. %veryone should be allowed to want to allow the employee to some degree of choice as to what types of mental tasks they want to do and when. This choice will allow the employee to do tasks when best suited to their HalertnessH patterns during the day. Some people may prefer routine tasks in the morning 2such as checklists or filling in forms3 and save tasks such as problem solving until the afternoon, or vice versa. There are many ways to carry out job design, the following stages are essential0 Do an a''e''ment o3 current work pract(ce'. &s job design needed or feasible4 $iscuss the process with the employees and supervisors involved and be clear about the process, or any changes or training that will be involved. Do a ta'k anal1'('. %+amine the job and determine e+actly what the tasks are. Donsider what e)uipment and workstation features are important for completing the tasks. &dentify problem areas. De'(.n t)e 4o-. &dentify the methods for doing the work, workGrest schedules, training re)uirements, e)uipment needed and workplace changes. Doordinate the different tasks so each one varies mental activities and body position. ,e careful not to under or overload the job. Implement t)e new 4o- 2e'(.n .ra2uall1.
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Jou may want to start on a small scale or with a pilot project. Train employees in the new procedures and use of e)uipment. llow for an adjustment period and time to gain e+perience with the new job design. "e,e*aluate 4o- 2e'(.n on a cont(nual -a'('. <articipative management and empowerment are two more important methods managers can use to enhance employee motivation. &n a sense participation and empowerment are e+tensions of job design because each fundamentally alters how employees in an organi1ation perform their jobs. <articipation occurs when employees have a voice in making decisions about their own work. %mpowerment is the process of enabling workers to set their own goals, make decisions, and solve their problems within their spheres of responsibility and authority.
T)e 4o- 2e'(.n proce''. The first step in the design process is to specify the design principles to be applied in the particular situation. This first step re)uires those responsible for the design to form a view about the
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skills, abilities, needs and motivation of job incumbent
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The ne+t stage involved completing the )uestionnaire &deal Job Dharacteristics of the Typical %mployee. The result, should be, agreement over the principles to be applied in the design of jobs and work organi1ation in a particular situation. %arlier the concept of minimum critical specification of jobs to tasks in the design of group activity. This approach enables the group to make decisions about the methods and organi1ation of work. long with this there should be an e+amination of sources of performance variation in the work system and a )uestioning of who should be responsible for monitoring and regulating the system. process defects analysis can assist in this process. &n carrying out this analysis the stages in the process have to be identified initially. Then sources of variances are listed relating to each stage. The relationships of sources of possible variances to problems at later stages in the process can be shown in the matri+ form. <rocess defects analysis can identify the problems introduced in one stage of a work process flow can have an impact on the operations at later stages. Those involved in compiling the analysis chart considerably improve their understanding of the total process. This, however, would be a secondary benefit of the chart. The main benefit came about through rethinking the allocation of responsibilities and the steps taken to make the processG system more responsive, thereby reducing losses. &n the design process the criteria for deciding to be adopted in designing jobs and work organi1ation. method for identifying key decisions in the operation of the work system is also been evaluated.
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!inally, a means for comparing alternative job and work organi1ation designs is presented. This is in the form of a checklist which covers the areas of work content,
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work organi1ation, working conditions, social opportunities and career opportunities The three @ey elements of "otivation are &ntensity, $irection and
persistence. &ntensity is concerned with how hard a person tries, high intensity is unlikely to lead to favorable job performance outcomes unless the effort is channeled in a direction that benefits the organi1ation .Therefore we have to consider the )uality of effort as well as its intensity. !inally "otivation has a persistence dimension. This is a measure of how long a person can maintain effort ."otivated individuals stay with a task long enough to achieve their goal.
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MOTIVATED BEHAVIOUR:
There are three type of "otivated ,ehavior Con'ummator' -e)a*(or, which directly satisfies the need in )uestion. %+ample Joining an association 2affiliation or status3 In'trumental -e)a*(or7 which is instrumental in getting the need satisfied such as going to the dining table or a restaurant. Su-'t(tute -e)a*(or7 which is known to be motivated behavior ,it is generally difficult task to infer motives from behavior because0 #3 The e+pression of human motives differs from culture to culture and from person to person within a culture. .3 ny single act of behavior may e+press several motives. 53 Similar motives may be manifested through unlike behavior
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JOB DESI$!7 E+#8OYEE #%"TICI#%TIO! %!D %8TE"!%TIVE 5O"9 %""%!$E+E!T.
"anagers determine what jobs will be performed in their organi1ations and those jobs will be performed. ,ut managers must also determine how to motivate people and how to optimi1e their performance. The long-term key to success in business is to create jobs that optimi1e the organi1ations re)uirements for productivity and efficiency while simultaneously motivating and satisfying the employees who perform those jobs. s people and organi1ations change, and as we continue to learn more about management, it is important to look back occasionally at those jobs and make whatever changes are necessary to improve them.
&t begins with a discussion of job design, starting with a look at historical approaches to job design, and then we discuss an important contemporary perspective on jobs, the job characteristics theory. (e+t, we describe how social information affects job design and then review the importance of employee participation and empowerment. !inally, we discuss alternative work arrangements that can be use to enhance motivation and performance.
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JOB C&%"%CTE"ISTICS T&EO"Y
The job characteristics theory identifies three critical psychological states0 %+perienced meaningful of the work, e+perienced -esponsibility for work outcomes and knowledge of results.
#. %+perienced meaningfulness of the work-The degree to which the individual e+periences the job as generally meaningful, valuable and worthwhile.
.. %+perienced responsibility for work outcomes-The degree to which individuals feel personally accountable and responsible for the results of their work.
5. @nowledge of results-The degree to which individual continuously understand how effectively they are performing the job.
&f employees e+perience these states at a sufficiently high level, they are likely to feel good about themselves and to respond favorably to their jobs. /ack man and 6ldham suggest that the three critical psychological states are triggered by the following five characteristics of the job, or core job dimensions.
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# Skill variety-the degree to which the job re)uires a variety of activities that involve different skills and talents.
.. Task identity-the degree to which the job re)uires completion of a 9whole: and an identifiable piece of workK that is, the e+tent to which a job has a beginning and an end with a tangible outcome.
5. Task significance-the degree to which the job affects the lives or work of other people, both in the immediate organi1ation and in the e+ternal environment.
8.
utonomy-the degree to which the job allows the individual substantial
freedom, independence, and discretion to schedule the work and determine the procedures for carrying it out.
;. !eedback-the degree to which the job activities give the individual direct and clear information about the effectiveness of his her performance.
The five job characteristics, operating through the critical psychological states, affect a variety of personal and work outcomes0 high internal work motivation i.e. intrinsic motivation3, high )uality work performance, high
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satisfaction with the work outcomes0 high internal work motivation 2that is intrinsic motivation3, high )uality work performance, high satisfaction with the work, and low absenteeism and turnover. <eople with string needs for personal growth and development will be especially motivated by the five core job characteristics. 6n the other hand, people with weaker needs for personal growth and development are less likely to be motivated by the core job characteristics.
SOCI%8 I!FO"+%TIO! %!D JOB DESI$!0
Social information in the workplace may influence how individuals perceive and react to job characteristics. !or e+ample, if a newcomer to the organi1ation is told by a coworker, you are really going to like it here because everybody gets along so well,: that person may )uickly decide that the job is best evaluated in terms of social interactions and that those interactions are satisfactory. ,ut if the message is 9you wont like it here because the boss is lousy and the pay is worse,: the newcomer may become inclined to think that the jobs most important elements are pay and interactions with the boss and that both are deficient.
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#%"TICI#%TIO!7 E+#O5E"+E!T %!D +OTIV%TIO!
<articipative management and empowerment are two more important methods can use to enhance employee motivation. &n a sense , participation and empowerment are e+tensions of job design because each fundamentally alters how employees have a voice in decisions about their own work. %mpowerment is the process of enabling workers to set their own work goals, make decisions and solve problems within their spheres of responsibility and authority. Thus empowerment is a somewhat broader concept that promotes participation in a wide variety of areas, including but not limited to work itself, work conte+t and work environment.
E%"8Y #E"S#ECTIVES O! #%"TICI#%TIO! %!D E+#O5E"+E!T
The human relations movement in vogue from the #B5EFs through the #B;EFs assumed that employees who are happy and satisfied will work harder .This view stimulated management interest in having workers participation in a variety of organi1ational activities. "anagers hoped that if employees had a chance to participate in decision making concerning their work environment, they would be satisfied and this satisfaction would supposedly result in improved performance. /owever, managers tended to see employee participation merely as a way to increase satisfaction, not as a source of potentially valuable input. %ventually, managers began to recogni1e that employee input useful in itself, apart from its presumed effect
5.
on satisfaction. &n other words, they came to see employees as valued human resources who can contribute to organi1ational effectiveness. The role of participation and empowerment in motivation can be e+pressed in terms of both the need-based perspectives. %mployees who participate in decision making may be more committed to e+ecuting decisions properly. !urthermore successfully making a decision, e+ecuting it, and then seeing positive conse)uences can help satisfy ones need for achievement, provide recognition and responsibility and enhance self esteem. Simply being asked to participate in organi1ational decision making may also enhance employees self esteem. Simply being asked to participate in decision making may also enhance employees self esteem. &n addition, participation should help clarify e+pectancies i.e. by participating in decision making, employees may better understand the linkage between their performance and the rewards they want most.
%"E%S OF #%"TICI#%TIO!
%mployees can participate in addressing )uestions and making decision about their own jobs. &nstead of just telling them how to do their job,for e+ample, managers can ask employees to make their own decisions about how to do them. ,ased on their own productivity .&n many situations, they might also be well )ualified to make decisions about what materials to use, what tools to use and so forth. &t might also help to let workers make decisions about administrative matters, such as work schedules. &f jobs are relatively independent of one another, employees might decide when to change shifts,
55
take breaks, go to lunch, and so forth.
work group or team might also be
able to schedule vacations and days off for all of its members. !urthermore, employees are getting increasing opportunities to participate in broader issues of product )uality. <articipation of this type has become a hallmark.
TEC&!I:UES %!D ISSUES I! E+#O5E"+E!T
&n recent years many organi1ations have actively sought ways to e+tend participation beyond the traditional areas. Simple techni)ues such as suggestion bo+es and )uestion and answer meetings allow a certain degree of participation, for e+ample. The basic motive has been to better capitali1e on the assets and capabilities inherent in all employees. Thus, many managers today prefer the term 9empowerment: to 9participation: because it implies a more comprehensive involvement. 6rgani1ations use to facilitate empowerment is to change their overall method of organi1ing. The basic pattern is for an organi1ation to eliminate layers from its hierarchy, thereby becoming much more decentrali1ed. <ower, responsibility, and authority are delegated as far down the organi1ation as possible, so control of work is s)uarely in the hands of those who actually do it.
58
%8TE"!%TIVE 5O"9 %""%!$E+E!T
,eyond the actual redesigning of jobs and the use of participation and empowerment, many organi1ations today e+perimenting with a variety of alternative work arrangements. These arrangements are generally intended to enhance employee motivation and performance by giving workers more fle+ibility about how and when they work. schedules, job sharing and telecommuting. mong the more popular alternative work arrangements are variable work schedules, fle+ible work
F8E;IB8E 5O"9 SC&EDU8ES
nother promising alternative work arrangement is fle+ible work schedules ,sometimes called fle+time. The compressed work schedules previously discussed give employees time off during normal working hours, but they must still follow a regular and defined schedule on the days when they do work.
JOB S&%"I!$
Jet another potentially useful alternative work arrangement is job sharing. &n job sharing, two part time employees share one full-time job. Job sharing may be desirable for people who want to work only part time or when job markets are tight. !or its part, the organi1ation can accommodate the preferences of a broader range of employees and may benefit from the
5;
talents of more people. <erhaps the simplest job sharing arrangement to visuali1e is that of a receptionist. 6rgani1ations sometimes offer job sharing as a way to entice more workers to the organi1ation. &f a particular kind of job is difficult to fill, a job sharing arrangement might make it more attractive to more people. There are also cost benefits for the organi1ation. Since the employees may only be working part time, the organi1ation does not have to give them the same benefits that full time employees receive. Some workers like job sharing because it gives them fle+ibility and freedom. !or e+ample, may only want part time work. Stepping into a shared job may also give them a chance to work in organi1ation that otherwise only wants to hire full time employees. 7hen the job sharer isnFt working, she or he may attend school, take care of the family, or simply enjoy leisure time. Job sharing does not work for every organi1ation, and it isnFt attractive to all workers, but it has produced enough success stories to suggest that it will be around for a long time . mong the organi1ations that are particularly committed to job sharing programs are the ,ank of "ontrLal. lthough job sharing has not been scientifically evaluated, it appears to be a useful alternative to traditional work scheduling.
5=
"e'earc) +et)o2olo.1
The <resent study is based on descriptive * influential research techni)ues, the sample drawn by applying purposive techni)ue.
Primary data:
Structured * disguised )uestionnaire will be used to probe individuals for information. #EE )uestionnaires will be filled up by middle level managers.
Secondary data:
Secondary research will also be done through various sources like newspapers, books, maga1ines, internet, etc. * will be used for certain aspects of the research.
The entire project will be dealt in such a manner so as to obtain the relationship between Job design and motivation.
5?
Tool' 3or t)e re'earc)
• • • Standardi1ed measures will be used for data collection The correlation between each of the variables of Job design and
"otivation sample si1e of #EE middle level managers will be taken for primary research. D%T% SOU"CES $ata was mainly collected from the policy manual for studying its job design and motivation. $ata was collected from the internet. Sample S(<e 1==
5A
"ESE%"C& #"OCESS !ormulating research problem
Step' o3
%+tensive literature survey
"e'earc)
Survey.
.
#roce''
$eveloping hypothesis.
<reparing research design
$ata mining sample design .
.
Dollecting the data.
%+ecution of project
5B
.
nalysis of data.
/ypothesis testing . 'enerali1ation*interpretation .
-eport writing.
8E
T)e t)eor1 part o3 t)e 'tu21 )a' 2(33erent 'u-, o-4ect(*e'.
F(r'tl1, to give the reader overviews about the effect of Job design on the motivational level of employees. Secon2l1, prescription in the form of strategic approach will be provided from the beginning. T)(r2l1, an analysis of the motivation level of employees in the hospitality sector so as to know whether their jobs are designed properly or not, and to compare job design level, whether they are high motivators or low motivators in their job profile.
F(nall1 some recommendations * conclusion in order to have the right amount of motivation which an employee demands in respect to his work and proper implementation of job designing.
8#
D%T% %!%8YSIS OF JOB %TTITUDE
#.
/ow much variety is there in your job4 That is, to what e+tent does
the job re)uire you to do many different things at work, using a variety of your skills and talents4
20% 46%
Very little Moderately very much
34%
T)(' .rap) ')ow' t)at />? o3 mana.er' 3oun2 *er1 l(ttle *ar(et1 (n t)e(r 4o-7 3/? mo2eratel1 an2 2=? *er1 muc) .. The job re)uires me to use a number of comple+ or high-level skills, how accurate is the statement in describing your job4
8.
The job requires me to use a number of complex or hi h le!el s"il s#ho$ accurate is the statement in %escribin &our job
'() +')
Ver& inaccurate sli htl& accurate !er& accurate
*')
T)(' .rap) ')ow' 3or /2? +ana.er' t)(' 'tatement (' accurate 32? 'l(.)tl1 accurate an2 2@? *er1 (naccurate
5. The job is )uite simple and repetitive, how accurate is the statement in describing your job.
85
The job is quite simple and repetitive, ho accurate is the statement in describin! your job"
24% very inccurate #$% %$% slihtly accurate very accurate
T)(' .rap) ')ow' t)at 3or A>? +ana.er' t)(' 'tatement (' Ver1 (naccurate 13? 'l(.)tl1 accurate 2/? Ver1 accurate.
8. To what e+tent does your job involve doing a whole and identifiable piece of work4
88
To $hat extent %oes &our job in!ol!e %oin a $hole an% i%entif iable piece of $or"
*-)
',) Tin& part .o%erate Whole part *+)
T)(' .rap) ')ow' t)at 3B? t(n1 part (n*ol*e (n 2o(n. a w)ole p(ece o3 work7 3/? wa' +o2erate7 2C? mana.er' complete2 t)e w)ole work.
;. The job provides me a chance to completely finish the pieces of work & begin.
8;
The job pro!i%es me a chance to completel& finish the pieces of $ or" I be in/
*')
0') Ver& inaccurate 2lihtl& accurate !er& accurate 1()
T)(' .rap) ')ow' onl1 32? +ana.er' re'pon2 t)at t)e1 .ot a c)ance to completel1 3(n(') t)e p(ece' o3 work t)e1 -e.(n
=. The job is arranged so that & do not have the chance to do an entire piece of work from beginning to end.
8=
/The job is arran e% so that I %o not ha!e the chance to %o an entire piece of $ or" from be innin to en%/
04) !er& inaccurate *') slihtl& accurate 13) !er& accurate
T)(' .rap) ')ow' t)at onl1 1=? +ana.er' "e'pon2 t)at t)e1 )a*e t)e c)ance to 2o an ent(re p(ece o work 3rom -e.(nn(n. to en2
?. /ow significant or important is your job4 That is, are the results of your work likely to significantly affect the lives or well-being of the people4
8?
5o$ si nif icant or important is &our job6 That is# are the results of &our $or" li"el& to si nif icantl& affect the li!es or $ell7bein of the people
*) 8ot !er& si nif 10) +() .o%eratel& si n hi hl& sinif icant
T)(' .rap) ')ow' t)at 3or A1? +ana.er' t)e(r 4o- (' '(.n(3(cant 3or t)em an2 -el(e*e t)at t)e re'ult' o3 t)e(r work (' l(kel1 to a33ect t)e l(*e' or well,-e(n. o3 t)e people.
A. This job is one in which a lot of people can be affected by how well the work gets done.
8A
/This job is one in $ hich a lot of people can be affecte% b& ho$ $ ell the $ or" et %one/
4) 00) '') (-)
Ver& inaccurate 2li htl& acccurate !er& accurate
T)(' .rap) ')ow' t)at @B? +ana.er' re'pon2 t)at t)e 4o- (' one (n w)(c) a lot o3 people can -e a33ecte2 an2 3or 11? t)(' 'tatement (' *er1 (naccurate.
B. The job itself is not very significant or important in the broader scheme of things.
8B
The job itself is not !er& si nificant or important in the broa%er scheme of thin s/
'')
0+) Ver& inaccurate sli htl& accurate !er& accrate (+)
T)(' .rap) ')ow' t)at @/? mana.er' 3(n2 t)at t)e 4o- (t'el3 (' not *er1 '(.n(3(cant or (mportant (n t)e -roa2er 'c)eme o3 t)(n.' an2 3or 1/? t)(' 'tatement (' *er1 (naccurate
;E
#E. /ow much autonomy is there in your job4 That is, to what e+tent does your job permit you to decide on your own how to go about doing your work4
5o$ much autonom& is there in &our job6 That is# to $ hat extent %oes &our job permit &ou to %eci%e on 9our o$ n ho$ to o about %oin &our $ or"6 04) 03) Ver& little mo%erate -') !er& much
T)(' .rap) ')ow' t)at B2? mana.er' 3(n2 t)at t)e 4o- perm(t t)em to 2ec(2e on t)e(r own7 1>? are mo2erate on t)(' 'tatement an2 1=? are *er1 l(ttle 'at('3(e2 w(t) t)e 'tatement
;#
##. The job gives me considerable opportunity for independence and freedom in how & do the work.
The job i!es me consi%erable opportunit& for in%epen%ence an% free%om in ho$ I %o the $ or"/
4)
0+) 2li htl& accurate !er& accurate
3()
T)(' .rap) ')ow' t)at >@? mana.er' 3oun2 t)at 4o- .a*e t)em con'(2era-le opportun(t1 3or (n2epen2ence an2 3ree2om on )ow t)e1 2o t)e(r work an2 1/? are 'l(.)tl1 'at('3(e2 w(t) t)e 'tatement.
;.
#.. The job denies me any chance to use my personal initiative or judgement in carrying out the work.
The job %enies me an& chance to use m& personal initiati!e or ju% ement in carr&in out the $ or"
04)
') Ver& inaccurate sli htl& accurate !er& accurate 33)
T)(' .rap) ')ow' t)at >>? +ana.er' 3oun2 t)at t)e 4o- 2en(e' t)em to u'e per'onal (n(t(at(*e or 4u2.ment (n carr1(n. out t)e work an2 2? are 'at('3(e2 t)e1 can take (n(t(a*e' an2 1=? are 'l(.)tl1 'at('3(e2.
;5
#5. To what e+tent does doing the job itself provide you with information about your work performance4
To $ hat extent %oes %oin the job itself pro!i%e &ou $ ith information about &our $ or" performance6
1) 0) !er& much mo%eratel& !er& little ,+)
T)(' .rap) ')ow' t)at C/? emplo1ee' are *er1 muc) 'at('3(e2 t)at t)e 4o- (t'el3 pro*(2e t)em (n3ormat(on a-out t)e work per3ormance 7 A?mo2eratel1 an2 1? *er1 l(ttle 'at('3(e2 w(t) t)e 'tatement.
;8
#8. Just doing the work re)uired by the job provides many chances for me to figure out how well & am doing.
:ust %oin the $ or" require% b& the job pro!i%es man& chances for me to fi ure out ho$ $ ell I am %oin
04) 0') Ver& inaccurate sli htl& accurate !er& accurate -3)
T)(' .rap) ')ow' t)at B>? +ana.er' re'pon2 t)at t)e work reDu(re2 -1 t)e 4o- pro*(2e' man1 c)ance' to t)em to 3(.ure out )ow well t)e1 2o (t 7 12? are 'l(.)tl1 'at('3(e2 w)(le 1=? mana.er' 3(n2 t)(' 'tatement a' *er1 (naccurate.
;;
#;. The job itself provides very few clues about whether & am performing well or not.
The job itself pro!i%es !er& fe$ clues about $ hether I am performin $ ell or not
01)
*)
Ver& inaccurate sli htl& accurate !er& accurate 3')
T)(' .rap) ')ow' t)at t)e 4o- (t'el3 pro*(2e' *er1 3ew clue' a-out w)et)er t)e1 are per3orm(n. well or not 3or >2? +ana.er' t)(' 'tatement (' *er1 (naccurate71A? 'l(.)tl1 accurate an2 3or 3? *er1 accurate.
;=
+OTIV%TIO! D%T% %!%8YSIS
#. & take time to understand different kinds of motivation.
I ta"e time to un%erstan% %ifferent "in%s of moti!ation/
'')
**)
Al$ a&s true of me sometimes true of me ne!er true of me
+1)
T)(' .rap) ')ow' t)at t)e1 take t(me to un2er'tan2 2(33erent k(n2' o3 mot(*at(on7 /A? +ana.er' re'pon2 'omet(me' true o3 me 7 33? alwa1' true o me an2 22? ne*er true o3 me.
;?
.. & provide regular feedback to the people who work with me.
I pro!i%e re ular fee%bac" to the people $ ho $ or" $ ith me/
01)
0) Al$ a&s true of me sometimes true of me ne!er true of me 3+)
;A
T)(' .rap) ')ow' t)at >/? mana.er' re.ularl1 pro*(2e 3ee2-ack to t)e people w)o work w(t) t)em71>? 'omet(me' pro*(2e an2 1? ne*er pro*(2e an1 3ee2-ack.
5. & pay more attention to the positive things people do rather than the negative.
I pa& more attention to the positi!e thin s people %o rather than the ne ati!e/
,) 4) Al$ a&s true of me sometimes true of me ne!er true of me ,0)
;B
T)(' .rap) ')ow' t)at C1? mana.er' pa1 more attent(on to t)e po'(t(*e t)(n.' rat)er t)an ne.at(*e an2 C? 'omet(me' pa1 attent(on to po'(t(*e t)(n.'.
8. <eople who work for me would say that & genuinely care for them as individual
;eople $ho $or" for me $oul% sa& that I enuinel& care for them as in%i!i%ual
0+)
4) Al$ a&s true of me sometimes true of me ne!er true of me 3()
=E
T)(' .rap) ')ow' t)at >@? man.er' re'pon2 t)at people w)o work 3or t)em woul2 'a1 t)at t)e1 .enu(nel1 care 3or t)em an2 1/? re'pon2 t)at (t (' 'omet(me' true 3or t)em.
;. & set clear achievable goals with people.
/I set clear achie!able oals $ith people/
+)
4) Al$ a&s true of me sometimes true of me ne!er true of me ,()
=#
T)(' .rap) ')ow' t)at C@? mana.er' re'pon2 t)at t)e1 'et clear ac)(e*a-le .oal' w(t) people an2 /? 'a1 t)at (t (' 'omet(me' true 3or t)em.
=. & make regular efforts to build trusting professional relationships.
I ma"e re ular efforts to buil% trustin professional relationships/
0-)
4) Al$ a&s true of me sometimes true of me ne!er true of me 3*)
=.
T)(' .rap) ')ow' >3? mana.er' make re.ular e33ort' to -u(l2 tru't(n. pro3e''(onal relat(on')(p an2 1B? 'a1 t)at t)e1 2o (t onl1 'omet(me'.
?. & ensure that employees have the tools they need and the healthy work environment.
=5
I ensure that emplo&ees ha!e the tools the& nee% an% the health& $ or" en!ironment/
'()
4) Al$ a&s true of me sometimes true of me ne!er true of me -+)
T)(' .rap) ')ow' t)at B/? +an.er' en'ure t)at emplo1ee' )a*e t)e tool' t)e1 nee2 an2 t)e )ealt)1 work en*(ronment an2 3or 2@? t)(' 'tatement (' 'omet(me' trueE
A. & try to find creative ways to vary peopleFs roles and responsibilities.
=8
I tr& to fin% creati!e $ a&s to !ar& people<s roles an% responsibilities/
'+)
4) Al$ a&s true of me sometimes true of me -() ne!er true of me
T)(' .rap) ')ow' B@? mana.er' 3(n2 creat(*e wa1' to *ar1 peopleF' role' an2 re'pon'(-(l(t(e' an2 3or2/? t)(' 'tatement (' 'omet(me' true.
B. & make sure people know why they have done a great job.
=;
I ma"e sure people "no$ $ h& the& ha!e %one a reat job/
'+)
4) Al$ a&s true of me sometimes true of me ne!er true of me -()
T)(' .rap) ')ow' B@?+ana.er' are 'ure t)at people know w)1 t)e1 )a*e 2one a .reat 4o- an2 3or 2@? are *er1 l(ttle 'ure.
#E. & look for ways to increase peopleFs level of engagement.
==
I loo" for $ a&s to increase people<s le!el of en a ement/
03)
4) Al$ a&s true of me sometimes true of me ne!er true of me 3')
T)(' .rap) ')ow' t)at >2? mana.er' alwa1' look or wa1' to (ncrea'e people' le*el o en.a.ement an2 3or 1>? t)(' 'tatement (' 'omet(me' true 3or t)em.
##. & take time to understand what is meaningful to people about their roles and responsibilities.
=?
/I ta"e time to un%erstan% $ hat is meanin ful to people about their roles an% responsibilities/
0-) Al$ a&s true of me 14) **) sometimes true of me ne!er true of me
T)(' .rap) ')ow' t)at 1B?mna.er' take t(me to un2er'tan2 w)at (' mean(n.3ul to people a-out t)e(r role' an2 re'pon'(-(l(t(e' w)ere 3or A=? t)(' 'tatement (' ne*er true an2 33? 'omet(me' take t(me to un2er'tan2.
#.. & make sure people know why their goals are important.
=A
/I ma"e sure people "no$ $ h& their oals are important/
4) **) Al$ a&s true of me sometimes true of me (-) ne!er true of me
T)(' .rap) ')ow' @B?mana.er' are 'ure t)at people know w)1 t)e(r .oal' are (mportant an2 3or 33? t)(' 'tatement (' 'omet(me' true.
#5. & am receptive to peoples feedback.
=B
/I am recepti!e to peoples fee%bac"/
0-)
4) Al$ a&s true of me 2ometimes true of me 3*) ne!er true of me
T)(' .rap) ')ow' t)at >3? mana.er' are alwa1' recept(*e to peopleF' 3ee2-ack an2 or 1B? t)(' 'tatement (' 'omet(me' true.
#8. & work with my team on development and performance plan.
?E
I $ or" $ ith m& team on %e!elopment an% performance plan/
,) 4) Al$ a&s true of me sometimes true of me ne!er true of me ,0)
T)(' .rap) ')ow' t)at C1? mana.er' work w(t) t)e(r team on 2e*elopment an2 per3ormance plan an2 or C? t)(' 'tatement (' 'omet(me' true.
#;. re you aware of motivational function towards your employees4
?#
/ Are &ou a$ are of moti!ational function to$ ar%s &our emplo&ees
()
4)
Al$ a&s true of me sometimes true of me ne!er true of me
,+)
T)(' .rap) ')ow' t)at C/? mana.er' are aware o mot(*at(onal 3unct(on towar2' emplo1ee' an2 3or @? t)(' 'tatement (' 'omet(me' true.
Four +a(n element' o3 Jo- De'(.n
?.
#. S@&>> V -&%TJ .. T S@ &$%(T&TJ 5. T S@ S&'(&!&D (D% 8 CT6(6"J ;. !%%$, D@
The correlation between each of the variables of Job design and "otivation ;E #B 5# ?; .E ;
The correlation of Job "otivation and Job design is E.A.;B=.and the -elationship is positive as the figure lies between M# and-#.
?5
.B 58 5?
?; .E ;
The correlation of Job "otivation and Job design is- E.BA8=?and the -elationship is positive as the figure lies between M# and-#.
5? .? 5=
?; .E E;
The correlation of Job "otivation and Job design isE.5BA..8and the -elationship is positive as the figure lies between M# and-#. E5 8= ;# ?; .E E;
?8
The correlation of Job "otivation and Job design is-E.BB5B;and the -elationship is positive as the figure lies between M# and-#.
?;
Conclu'(on
&n this study we have reviewed various positive outcomes in job design and motivation study of various managers which results in a positive comparative analysis. This report shows the relationship between the various groups of job design groups with respect to their motivational level. The whole analysis is based on the sample si1e of #EE managers.. ,y analy1ing the )uestionnaire based on job design and motivation it has been interpreted that the employees or the managers has good motivational but they have a problem they are not able to take initiatives, as they have moderate variety of work at their job design level as compared to that of ."otivation is the process that arouses, energi1es, directs, and sustains different behaviour and performance. That is, it is the process of stimulating people to various actions and to achieve a desired task. 6ne way of stimulating people is to employ effective motivation, which makes workers more satisfied with and committed to their jobs, money is not the only motivator. There are other incentives which can also serve as motivators, so motivation should not be thought of as the only e+planation of behaviour, since it interacts with and acts in conjunction with other mediating processes
?=
and with the environment. &f managers know what drives the people working for them, they can tailor job assignments and rewards to what makes these people Itick.I "otivation can also be conceived of as whatever it takes to encourage workers to perform by fulfilling or appealing to their needs.
"ecommen2at(on'
"otivational problems in managerial positions are due to poor designing of job at work-place. &ntense competition for )uality in manager talent has affected a degree of uniformity in different jobs. Therefore, the simple model should be followed0<erformanceNability O motivation 7hile designing job designers should look at the psychological and social aspects of work to the determinant of the organi1ation, workforce and the society as a whole. /igh levels of tasks are associated with boredom, so they should carry some appeal so that job dissatisfaction does not occur. !or the employees job should be there accordingly with respect to the skills, variety of work area of different employees working there.The e+trinsic or the hygiene factor should be taken into consideration while designing a job. ,esides, monetary incentives, non-monetary incentives should also be introduces for higher motivation level. <ositive feedback should be more emphasi1ed than negative and if the same occurs then proper training programs should be implemented for high motivation level.
??
6rgani1ations
should
adopt
practices
which
encourage
employee
involvement such as0
#.
Jo-,enlar.ement P &t e+pands the jobFs duties.
The worker is
provided with more tasks of similar level. Job enlargement will cause an individual to perform too many tasks which will allow the employee to take personal responsibility. .. Jo- enr(c)ment P &t is an approach to job design that directly applies job characteristics theory to make jobs more interesting and to improve employee motivation. Job enrichment puts speciali1ed tasks back together so that one person is responsible for producing a whole product or an entire service. Job enrichment gives employees more opportunities for autonomy and feedback. &t also gives them more responsibilities that re)uire decision making, such as scheduling work, determining work methods and judging )uality. 5. :ual(t1 c(rcle P The concept of )uality circle emerged from )uality control. Quality circles are )uite popular in Japan. >ooking at their success, many organi1ations in C.S. . and &ndia have also attempted to implement )uality circles. )uality circle is a small group of employees doing similar or related work who meet regularly to identify, analy1e and solve product)uality problems and to improve general operations. The )uality circles are relatively autonomous units 2ideally about #E workers3, usually led by a supervisor or a senior worker and organi1ed as work units. The workers, who have a shared area of responsibility, meet weekly to discuss, analy1e and propose solutions to ongoing problems. Some typical efforts in improving production methods and )uality involve reducing defeats, scrap, rework, and downtime, which are e+pected to lead to cost reduction as well
?A
as increased productivity. &n addition, the circles intend to focus attention on the self-development of workers and the improvement of working conditions. Through this process, there is an improvement of workers morale and motivation, stimulation of teamwork and also recognition of their achievements.
FI!DI!$S
# P This study is $escriptive in e+amination of the relationship between Job design and motivational level of managers. Therefore the data collected at a single moment in time mat limit the accuracy of the research.
. P Since both the dependent and independent variables were from the same respondentFs .Therefore more attention should be paid to overcome the problem of common method variance.
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AE
:UESTIO!!%I"E
This study is on Job $esign * "otivation. & would like to e+plore how job design helps in motivating an employeeFs performance. /ence, & re)uest you to e+tend your cooperation and support in order to make it productive e+ercise.
NAME
: ________________________________________
ADRRESS COMPANY DESIGNATION
: ________________________________________ NAME : ___________________
: ___________________
JOB DESI$!
S9I88 V%"IETY
A#
#.
/ow much variety is there in your job4 That is, to what e+tent does
the job re)uire you to do many different things at work, using a variety of your skills and talents4
a3Very little
b3"oderate Variety
c3Very much
..
The job re)uires me to use a number of comple+ or high-level skills, how accurate is the statement in describing your job4
a3Very inaccurate
b3Slightly accurate
c3Very accurate
5. The job is )uite simple and repetitive, how accurate is the statement in describing your job. a3Very inaccurate b3Slightly accurate c3Very accurate
A.
T%S9 IDE!TITY
1. To what e+tent does your job involve doing a whole and identifiable piece of work4 That is, is the job a complete piece of work that has an obvious beginning and end4 6r is it only a small part of the overall piece of work, which is finished by other people or by automatic machines4
a3Tiny part of the overall piece of work piece of work
b3"oderate-si1ed
c3whole
2. The job provides me a chance to completely finish the pieces of work & begin.
a3Very inaccurate
b3Slightly accurate
c3Very accurate
3. The job is arranged so that & do not have the chance to do an entire piece of work from beginning to end. a3Very inaccurate b3Slightly accurate c3Very accurate
A5
T%S9 SI$!IFIC%!CE
1./ow significant or important is your job4 That is, are the results of your work likely to significantly affect the lives or well-being of the people4 a3(ot very significantly significant b3"oderately significant c3/ighly
2.This job is one in which a lot of people can be affected by how well the work gets done. a3Very inaccurate accurate b3Slightly accurate c3Very
3.The job itself is not very significant or important in the broader scheme of things.
a3Very inaccurate
b3Slightly accurate
c3Very accurate
A8
%UTO!O+Y
1./ow much autonomy is there in your job4 That is, to what e+tent does your job permit you to decide on your own how to go about doing your work4
a3Very little
b3"oderate autonomy
c3Very much
2.The job gives me considerable opportunity for independence and freedom in how & do the work.
a3Very inaccurate
b3Slightly accurate
c3Very accurate
3.The job denies me any chance to use my personal initiative or judgement in carrying out the work.
a3Very inaccurate
b3Slightly accurate
c3Very accurate
A;
FEEDB%C9
1. To what e+tent does doing the job itself provide you with information about your work performance4 $oes the actual work itself provide clues about how well you are doing Paside from any feedback coworkers or supervisors may provide4 a3Very much b3moderately c3Very little
2..Just doing the work re)uired by the job provides many chances for me to figure out how well & am doing. a3Very inaccurate accurate b3Slightly accurate c3Very
3.The job itself provides very few clues about whether & am performing well or not a3Very inaccurate accurate b3Slightly accurate c3Very
A=
+OTIV%TIO! :UESTIO!!%I"E
1.& take time to understand different kinds of motivation.
a3 lways true of me b3"ost of the time true of me me
c3sometimes true of
d3(ever true of me.
2.& provide regular feedback to the people who work with me.
a3 lways true of me of me
b3"ost of the time true of me
c3sometimes true
d3(ever true of me.
3. & pay more attention to the positive things people do rather than the negative.
A?
a3 lways true of me of me
b3"ost of the time true of me d3(ever true of me.
c3sometimes true
/. <eople who work for me would say that & genuinely care for them as individual a3 lways true of me of me b3 "ost of the time true of me d3(ever true of me. c3sometimes true
A. & set clear achievable goals with people. a3 lways true of me of me b3 "ost of the time true of me d3 (ever true of me. c3sometimes true
@. & make regular efforts to build trusting professional relationship0 a3 lways true of me of me b3"ost of the time true of me d3(ever true of me. c3sometimes true
B. & ensure that employees have the tools they need and the healthy work environment. a3 lways true of me of me b3"ost of the time true of me d3(ever true of me. c3sometimes true
>. & try to find creative ways to vary peopleFs roles and responsibilities. a3 lways true of me of me b3"ost of the time true of me c3sometimes true
d3(ever true of me.
AA
C.& make sure people know why they have done a great job. a3 lways true of me b3"ost of the time true of me c3sometimes true
of me d3(ever true of me.
1=.& look for ways to increase peopleFs level of engagement. a3 lways true of me of me b3"ost of the time true of me d3(ever true of me. c3sometimes true
11. & take time to understand what is meaningful to people about their roles and responsibilities. a3 lways true of me of me b3"ost of the time true of me d3(ever true of me. c3sometimes true
12.& make sure people know why their goals are important. a3 lways true of me of me b3"ost of the time true of me d3(ever true of me. c3sometimes true
13. & am receptive to peoples feedback. a3 lways true of me of me b3"ost of the time true of me d3(ever true of me.
AB
c3sometimes true
1/.& work with my team on development and performance plan. a3 lways true of me of me b3"ost of the time true of me d3(ever true of me. c3sometimes true
1A. re you aware of motivational function towards your employees4
a3 (ever e3 lways
b3 Seldom
c3 Sometimes
d3 6ften
BE
BIB8IO$"%#&Y
•
T.( Dhhabra, !ourth -evised %dition, $hanpat -ai * Do.
•
Dooper, -obin. 2#BB=3. >ean %nterprises and the Donfrontation
Strategy. The Academy of Management Executive 2 ugust3,
• •
$imensions, measurement, and validation. Academy of Management /uman -esource "anagement- $r. D.,. 'upta
!ournal "#, #88.-#8=;.
•
/uman -esource management- "ammoria
•
Strategic "anagement-Stephen -obbins
•
Vantage point site on 'oogle.
B#
5EBSITES • • • • • www.hr.com www.motivationhr.com www.searchengine.com www.hrpractices.com www.google.com
B.
doc_332974610.doc
1. To understand the relationship between job design and motivation.
2. To compare different levels of Job design on different levels-Skill Variety, Task identity, Task Significance, utonomy, !eedback
3. To Study the correlation between each of the variables of Job design and "otivation.
#
Conceptual Framework
s Job $%S&'( is the process deciding on the content of a job in terms of its duties and responsibilities on the methods to be used in carrying out of the jobs, in terms of techni)ues, systems and procedure, * on the relationship that should e+ist between the job holder * his superiors, subordinate * colleagues a brief study on the motivation level of the managers in respect to their level of Job design whether they are high motivators or low in their job satisfaction level in job design. ,asically, the research will be in accordance with the "anagers and e+ecutive of hospitality sector. -esearch "ethodology will include the research design in which the study of the "anagers and e+ecutives will include and various facts through the )uestionnaires will be there of job design and motivation. The significant difference was observed in the perceived work motivation of employees . s motivation potential is linked to five core characteristics that affect three psychological states essential to internal work motivation and positive work outcome. Similarly, the employees of both the companies have the same perceived work motivation if they are given the work environment and incentives that they need and deserve. The issue of professionalism is a very important one, but non-professional among employees are essential to various operations and their motivation and commitment are also essential. "any employees, therefore, take the same approach to motivation for all of their employees, irrespective of status and )ualifications, Senior "anagers should give chance to take their own decisions and they can take initiatives, so the employees will be highly
.
motivated. /ence, the non significant difference in their perception of work motivation in job design is probably connected with each other.
I!T"ODUCTIO!
CO!CE#T OF JOB DESI$!0
&n recent decades, human resource managers, have reali1ed that what an employee actually does on the job 2design of a job3has considerable influence on his productivity and job satisfaction. Job analysis helps in developing appropriate design of job to improve efficiency and satisfaction. Job design is the process of deciding on the contents of a job in terms of its duties and responsibilities, on the methods to be used in carrying out the job, in terms of techni)ues, systems and procedures, and on the relationship that should e+ist between the jobholder and his superiors, subordinates and colleagues. &t is a deliberate and systematic attempt to structure the technical and social aspects of work so as to improve technical efficiency and job satisfaction. Job design is an attempt to create a match between job re)uirements and human attributes. &t involves both organi1ing the components of a job and the interaction patterns among the members of the work group. The main objective of job design is to integrate the needs of the individual and the re)uirements of the organi1ation. (eeds of employees include job satisfaction in terms of interest, challenge and achievement4
5
6rgani1ational re)uirements refer to high productivity, technical efficiency, and )uality of work. Today educated and creative employees demand well designed jobs. Therefore, increasing attempts are being made to redesign jobs, so as to improve the )uality of working life. systematic body of knowledge on the designing of jobs has been developed after the industrial revolution and the large scale enterprises. 7ith the help of knowledge about job re)uirements, improvements in work design and work methods can be made to improve productivity and job satisfaction. This takes two forms namely industrial engineering and human engineering. The former is concerned with measurement, simplification, and improvement of work so as to improve efficiency and reduce costs. The letter involves redesigning jobs to match the physical and psychological capabilities of employees.
8
%##"O%C&ES TO JOB DESI$!
The main approaches to job design are described below0 1. Cla''(cal approac) lso known as engineering approach, it was developed by !.7.Taylor and his associates. The principles of scientific management formed the basis for designing jobs in most organi1ations. These principles focus on planning, standardi1ing and improving human effort at the operative level in order to ma+imi1e productivity. &n other words, of Taylor, 9the work of every workman is fully planned out by the management at least one day in advance and each man receives in most cases complete written instructions describing n detail the task which he is to accomplish. This task specifies not only what is to be done but how is to be done and the e+act time allowed for doing it.: Scientific "anagement offers the following principles for job design. Task !ragmentation0 %very task should be broken into small components in order to improve technical efficiency. i3 ii3 iii3 6ptimi1ation of technology0 Through scientific study and analysis Standardi1ation0 The method so discovered is standardi1ed through Speciali1ation0 7orkers should be selected to perform specific
the best method for doing a task is developed. time * motion studies. tasks so as to ensure narrow speciali1ation.
;
iv3
Training0 7orkers so selected are trained in the most efficient
method for performing the task. !ragmentation of task into simple operations re)uiring low level of skills helps to reduce considerably the time and cost involved in training. v3 &ndividual -esponsibility0 %ach worker is made responsible for a single operation forming part of the total task. 6ne man-one job becomes thereby the building block of the organi1ation. vi3 %conomic &ncentive0 "onetary compensation should be used to reward efficient performance.
These principles appear to offer a rational and task-centered approach to job design. Standardi1ation, simplification, and speciali1ation help to make jobholders e+perts leading to higher productivity, and lower costs. ,ut jobs designed on the basis of these principles have following problems.
a3
(arrow Speciali1ation0
worker performs only one element of the
total task. s a result his full potential is not utili1ed. The job offers no challenge to the worker. b3 -outinsation0 $ue to narrow speciali1ation and task fragmentation the same operation has to be repeated again and again. Such repetition causes boredom in the absence of variety of tasks. c3 d3 -eduction in work cycle0 The time interval at which the operation is "echanical <acing0 &n assembly line jobs, workers have to maintain a repeated becomes small leading to monotony. regular pace of work.
=
e3 f3 g3
>ack of job pride0 $ue to narrow speciali1ation, no worker produces Techno-economic appraisal0 Technical efficiency is used to judge >ittle interaction0 6n account of the need for constant attention on a
an identifiable end product. 7orkers can not take pride in their output. performance overlooking human satisfaction. narrow job, employees get little opportunity to interact socially with one another. .. Be)a*(oral %pproac)0 The findings of %lton mayo, !rederick /ert1berg and other human relations e+perts led to search for alternative ways of designing jobs so as to avoid the dysfunctional conse)uences of standardi1ation and simplification. Job redesign, work structuring, job enrichment participative system and other similar strategies were developed to improve the )uality of work life. The aim of all these attempts to design jobs which will not only ensure technical efficiency but will satisfy social and psychological needs of workers. The most popular behavioral approach to job redesign is the job characteristic model of /ack man nd 6ldham. This model is based on the assumption that three key psychological states of a jobholder determine his motivation, satisfaction and performance on the job. These states are0 a3 b3 %+perienced meaningfulness0 - The degree to which the jobholder %+perienced responsibility0 - The e+tent to which the jobholder feels
e+periences work as important and worthwhile. personally responsible and accountable for the results of the work performed.
?
c3
@nowledge of results0 - &nformation about how well he is
performing the job.
7hen a worker e+periences these states on the job, he feels motivated. /e works hard to perform well to the e+tent these states are important to the worker. Therefore, motivation, satisfaction and performance should be integrated in the job design. These psychological sates are generated by the following core job dimensions0 #3 .3 53 83 ;3 Task &dentity Skill variety utonomy Task significance !eedback
A
+ET&ODS OF JOB DESI$! ,
Some of the popular methods used to improve the motivating potential of jobs are given below0 #3 Jo- "otat(on0 - &t implies the shifting of an employee from one job to
another without any change in the jobs. !or %+ample, a back clerk may be shifted from cash counter to token counter to teller counter and so on. The main advantage of job rotation is that it relieves the employee from the boredom and monitory of doing a single task. Job -otation however has a very limited potential. -ather an employee is asked to perform several monotonous jobs in place of single jobs. Therefore, the employees who want a challenging and satisfying Job still feel frustrated. "oreover, fre)uent shifting of employees may course interruptions in the work routine of the organi1ations.
.3
Jo- Enlar.ement , &t is the process of increasing the scope of a job by adding more tasks to it. The related such tasks are totally combined. The widened and more comple+ job is e+pected to satisfy the higher order needs of employees. $ue to variety of task, an employee gets the opportunity to make great use of his mind and skill. !or e+ample in a company there are three group of salesperson for three different sales functions
B
namely booking orders, delivering the product and providing after sales service. Cnder job enlargement all the groups are merged together so that every salesperson performs all the three functions.
53
Jo- Enr(c)ment0 - &t involves designing a job in such a way that it provides the worker greater autonomy for planning and controlling his own performance. &t is based on the assumption that in order to motivate employees, the job itself must provide opportunities for achievement, recognition, responsibility, advancement and growth. Job %nrichment needs to be differentiated from job
enlargement. Job %nlargement involves hori1ontal loading of the job by adding a variety of operations.
Steps in Job enrichment0#3 .3 53 Selecting jobs which are amenable to job enrichment. &dentifying the changes that may enrich the selected jobs. Dhanging the contents of a job as to provide self control, responsibility, achievement and advancement. This can be done by forming natural work groups, combining tasks and opening feedback channel 83 &ntegrating the enriched jobs into the daily work routine of the organi1ation. /0 +OTIV%TIO! ,
#E
"otivation is a process of activating the potential in employees and focuses on the motivating role fulfilled by the social work manager. The challenge at hand is to find different ways to motivate employees. "anagers, as emphasi1ed by ,lake and "outon 2#B=83 in their behavioral model, have 9two major concerns0 <-6$CDT&6( * <%6<>%: which are held responsible and accountable for the motivation of employees. %mployees are supposed to perform various activities to achieve something which have certain conse)uences in the organi1ation as a whole. &n order to perform the work, employees also need various things, which shape their inputs to be able to perform the work. %mployees need certain things, which shape their inputs to the organi1ation. %mployees are mainly motivated byjob design, job satisfaction, and incentives. $ifferent motivational strategies are their which play a vital role in motivating social workers. Si+ contemporary motivation strategies, namely0#3 .3 53 83 ;3 =3 "otivation by Job design "otivation by job satisfaction "otivation by incentives "otivation by training, education and development "otivation by performance management "otivation by empowerment
+ot(*at(on -1 Jo- De'(.n , Job design is the process of defining a certain way in which the work will be performed and the tasks that will be re)uired to do a given job. Job
##
redesign refers to changing tasks or the way work is performed in an e+isting job. Thorough understanding of job should be there as it e+ists 2through job analysis3 and its place in the larger work unitFs workflow process. Job design involves deliberate and purposeful planning in one basic process in order to bring both the structural and psychological aspects of the activity together. <roperly designed jobs are of great interest, challenge and are achievable, and rewarding. "anagers must prepare such job descriptions which spell out the various duties, processes, authority, responsibility, and accountability inherent in a given job. 6rgani1ations can bring about higher levels of motivation by designing jobs that enable people to have their needs fulfilled. The social work manager must assist the organi1ation can bring about higher levels of motivation. The social work manger must assist the organi1ation to create the opportunity for individuals to make choices about the kind of work they prefer to do so that everyone ca e+perience job enrichment. !or Dovey, Job design is important as how to relate to the mission of the organi1ation and what personal contribution employees can make for a clear sense of what the job is all about, resources and support systems that can be used must be available and %mployees should also enjoy some degree of autonomy to choose methods to achieve the desired results. The motivational approach to job design has its roots in different organi1ational psychology and management literature. &t focuses on various job characteristics that affects the psychological meaning and potential, and
#.
which views attitudinal variables such as satisfaction, intrinsic motivation ,job involvement and behavioral variables, such as attendance and performance as the most important outcomes0-
#3 .3 53 83 ;3 =3
utonomy &ntrinsic and e+trinsic job feedback Social interaction TaskG 'oal clarity Task significance 'rowthGlearning
#5
REVIEW OF LITERATUE
#8
Jo- 2e'(.n an2 +ot(*at(on
Job design is an important method managers can use to enhance employee performance. 6ne way that managers address job design is by creative with techni)ues as straightforward altering job titles. Job design is how organi1ations define and structure jobs. <roperly designed jobs can have a positive impact on the motivation, performance and job satisfaction of those who perform them. on the other hand poorly designed jobs can impair motivation and job satisfaction. ,asically there are some )uestions which every department has to take in consideration while designing a job. #3 .3 53 83 ;3 7hat motivational factors staff needs to perform4 &s their level of work satisfies their needs of job4 &s it resourceful4 $oes it lead to proper satisfaction of doing the job4 re the employeesF basic needs of job related4
Job design refers to organi1ing various tasks, duties into a productive unit of work environment. &t involves designating the content of jobs and the effect of jobs on employees, and identifying the components of a given job is an integral part of design.
#;
"ore attention is being paid to job design for three major reasons0
#3 Job design can influence performance in certain areas of jobs, especially those where employee motivation can make a substantial and static difference. >ower cost through reduced turnover and various absenteeism are also related to good job design.
.3
,ecause people are more satisfied with certain job configurations
than with others, it is very important to be able to identify what makes a 9good: job because Job design can affect job satisfaction in various ways. 53 Job design can affect in both ways through physical and mental health. $ifferent %+ample problems such as backache or leg pain can sometimes be traced directly to job design, as can stress is directly related to high blood pressure and various heart disease.
The job-characteristic model identifies five various important design characteristics of jobs. Such characteristics affect the meaningfulness of work, stimulate responsibility, provide knowledge of results and lead to different desired psychological and behavioral outcomes related to the job design method. Jobs designed to take advantage of these five components are more likely to be positively received by employees, and a key in distinguishing between 9good: and 9bad: jobs or high or low level group jobs. Sk(ll Var(et1
#=
The e+tent to which the work re)uires several activities for successful completion indicates its skill variety of different jobs in the job design method. !or e+ample, when an assembly-line worker performs the same two tasks repetitively low skill variety e+ists in various forms. The more skills involved in the more meaningful the work. Skill variety can be enhanced in several ways. Job rotation can break the monotony of an otherwise routine job with little scope by shifting a person from one job to another job. Job enlargement broadens the scope of a job by e+panding the number of different tasks to be performed.
Ta'k (2ent(t1 The e+tent to which the job includes a 9whole: identifiable unit of work carried out from the start to the finish and resulting in an tangible outcome is its task identity. !or e+ample, having one staff member responsible for all the aspects of recall and another responsible for the nutrition and retail product inventory results in task identity. Separation of duties and wellwritten job descriptions help promote the task identity. Ta'k S(.n(3(cance The amount of the impact of a job has on the other people indicates its task significance. job is more meaningful if it is also important to the other people for some reason. Since staff love to hear how their job contributes to the success of the practice, public and private acknowledgement of the importance of their positions via memos, meetings and performance appraisals is key.
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%utonom1 The e+tent of the individual freedom and discretion in the work and its scheduling indicates autonomy. "ore autonomy leads to the greater feeling of personal responsibility for the work. Job enrichment, or increasing depth of the job by adding responsibility for planning, organi1ing, controlling and evaluating the job, results in more autonomy. &ncreasing an employeeFs accountability for work by reducing various e+ternal controls also promotes autonomy. Fee2-ack The amount of information, which employees receive, about how well or how poorly they have performed is called as feedback. !eedback helps employees in understanding the effectiveness of performance and contributes to their overall knowledge about their work. gain, the doctor 2D.%.6.3 plays a very significant role in providing the feedback of the staffFs collective performance via groups, meetings and discussions and personal performance in various closed-door meetings. !inally, it is very important to note the individual responses to different jobs vary. job may be motivating to one person but not to the other one, and depending on how jobs are designed and rated they may provide more or less opportunity for the employees satisfying their job-related needs. !or e+ample, being a receptionist may furnish a good opportunity to satisfy social needs, whereas a training assignment may satisfy a personFs need to be an e+pert in a certain or particular area. !urther, a job that gives a little
#A
latitude may not satisfy an individualFs need to be creative or more innovative. lthough it is )uite imperative to understand how jobs satisfy evaluated to promote motivation, performance and satisfaction. -emember, itFs not just 9the work done: in a position that defines the job. &tFs also the atmosphere of the practice, and the more, of a given job itself. Job design refers to the way that a set of tasks, or an entire job, is organi1ed in different way so as to determine0
• • • •
what tasks are to be how the tasks are to be done how many tasks are to be done in what order the tasks should be done
&t takes into account all factors which affect the work, and organi1es the content and tasks so that the whole job is less likely to be a risk to the employee. Job design involves various administrative areas0
• • • • •
job rotation, job enlargement, taskGmachine pacing, work breaks, and 7orking hours. well designed job will encourage a variety of HgoodH body positions, which
have reasonable strength re)uirements, re)uire a reasonable amount of mental activity, and help foster feelings of achievement and self-esteem. Job design principles can address various problems such as0
• •
work overload, work under load,
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• • • • • • •
repetitiveness, limited control over work, isolation, shift work, delays in filling vacant positions, e+cessive working hours, and >imited understanding of the whole job process.
Job design is sometimes considered as a way to de with stress in the workplace. 'ood job designing accommodates employeesH mental and physical characteristics by paying attention to the below two factors0
• •
muscular energy such as workGrest schedules or pace of work, and mental energy such as boring versus e+tremely difficult tasks.
'ood job design0
•
%mployees should have the option to vary activities accordingly to
personal needs, work habits, and the circumstances in the workplace environment.
• •
'ives every employees a sense of accomplishment. &ncludes training so employees know what tasks to do and how to do <rovides good work *rest schedules. llows for an adjustment period for physically demanding jobs. <rovides feedback to the employees about their performance through "inimi1es energy e+penditure and various force re)uirements. ,alances static and dynamic work.
them properly.
• • •
feedback.
• •
.E
Job design is an ongoing process. The goal is to make adjustments as conditions or tasks change within the workplace. chieving good job design involves various administrative practices that determine what the employee does, for how long, where, and when as well as giving the employees choice where ever possible. &n job design, you may choose to e+amine the various tasks of an individual job or the design of a group of jobs. %pproac)e' to 4o- 2e'(.n (nclu2e Jo- Enlar.ement Job enlargement changes the jobs to include more andGor different tasks. Job enlargement should add interest to the work but may or may not give employees more responsibility. Jo- "otat(on Job rotation moves employees from one task to another. &t distributes the group tasks among a number of employees. Jo- Enr(c)ment0 Job enrichment allows employees to assume more responsibility, accountability, and independence when learning new tasks or to allow for greater participation and new opportunities. O*erall .oal' o3 4o- 2e'(.n Ta'k Var(et1 To alleviate boredom, avoid both e+cessive static body positions and repetitive movements. $esign jobs to have a variety of tasks that re)uire changes in body position, muscles used, and mental activities. Two methods are job enlargement and job rotation. !or e+ample, if an employee normally assembles parts, the job may be enlarged to include new tasks such as work planning, inspection G )uality control, or maintenance. lternatively, the tasks may include working in the same department, but changing tasks every
.#
hour. !or e+ample, in a laundry facility employees can rotate between various stations 2sorting, washer, dryer, iron, etc3 as long as it provides for a change in physical or mental e+penditure. 5ork Break' 6 "e't Break' -est breaks help alleviate the problems of unavoidable repetitive movements or static body positions. "ore fre)uent but shorter breaks 2sometimes called Imicro breaksI3 are sometimes preferable to fewer long breaks. $uring rest breaks, encourage employees to change body position and to e+ercise. &t is )uite important that employees stretch and use different muscle groups, if the employee has been very active, a rest break should include a stationary activity or stretching. %llowance 3or an %24u'tment #er(o20 7hen work demands physical effort, have an adjustment period for new employees and for all employees after holidays, layoffs, or serious illnesses. llow time to become accustomed to the physical demands of work by gradually Igetting in shape.I %mployees who work in e+treme hot or cold conditions also need time to acclimati1e. #ro*(2e Tra(n(n. Training in correct work procedures and e)uipment operation is needed so that employees understand what is e+pected of them and how to work safely at the work time. Training should be organi1ed, consistent and ongoing. &t may occur in a classroom or on the job. Var1 +ental %ct(*(t(e'
..
Tasks should be coordinated so that they are balanced during the day for the individual employee as well as balanced among a group of employees. %veryone should be allowed to want to allow the employee to some degree of choice as to what types of mental tasks they want to do and when. This choice will allow the employee to do tasks when best suited to their HalertnessH patterns during the day. Some people may prefer routine tasks in the morning 2such as checklists or filling in forms3 and save tasks such as problem solving until the afternoon, or vice versa. There are many ways to carry out job design, the following stages are essential0 Do an a''e''ment o3 current work pract(ce'. &s job design needed or feasible4 $iscuss the process with the employees and supervisors involved and be clear about the process, or any changes or training that will be involved. Do a ta'k anal1'('. %+amine the job and determine e+actly what the tasks are. Donsider what e)uipment and workstation features are important for completing the tasks. &dentify problem areas. De'(.n t)e 4o-. &dentify the methods for doing the work, workGrest schedules, training re)uirements, e)uipment needed and workplace changes. Doordinate the different tasks so each one varies mental activities and body position. ,e careful not to under or overload the job. Implement t)e new 4o- 2e'(.n .ra2uall1.
.5
Jou may want to start on a small scale or with a pilot project. Train employees in the new procedures and use of e)uipment. llow for an adjustment period and time to gain e+perience with the new job design. "e,e*aluate 4o- 2e'(.n on a cont(nual -a'('. <articipative management and empowerment are two more important methods managers can use to enhance employee motivation. &n a sense participation and empowerment are e+tensions of job design because each fundamentally alters how employees in an organi1ation perform their jobs. <articipation occurs when employees have a voice in making decisions about their own work. %mpowerment is the process of enabling workers to set their own goals, make decisions, and solve their problems within their spheres of responsibility and authority.
T)e 4o- 2e'(.n proce''. The first step in the design process is to specify the design principles to be applied in the particular situation. This first step re)uires those responsible for the design to form a view about the
• • • •
skills, abilities, needs and motivation of job incumbent
.8
The ne+t stage involved completing the )uestionnaire &deal Job Dharacteristics of the Typical %mployee. The result, should be, agreement over the principles to be applied in the design of jobs and work organi1ation in a particular situation. %arlier the concept of minimum critical specification of jobs to tasks in the design of group activity. This approach enables the group to make decisions about the methods and organi1ation of work. long with this there should be an e+amination of sources of performance variation in the work system and a )uestioning of who should be responsible for monitoring and regulating the system. process defects analysis can assist in this process. &n carrying out this analysis the stages in the process have to be identified initially. Then sources of variances are listed relating to each stage. The relationships of sources of possible variances to problems at later stages in the process can be shown in the matri+ form. <rocess defects analysis can identify the problems introduced in one stage of a work process flow can have an impact on the operations at later stages. Those involved in compiling the analysis chart considerably improve their understanding of the total process. This, however, would be a secondary benefit of the chart. The main benefit came about through rethinking the allocation of responsibilities and the steps taken to make the processG system more responsive, thereby reducing losses. &n the design process the criteria for deciding to be adopted in designing jobs and work organi1ation. method for identifying key decisions in the operation of the work system is also been evaluated.
.;
!inally, a means for comparing alternative job and work organi1ation designs is presented. This is in the form of a checklist which covers the areas of work content,
• • • •
work organi1ation, working conditions, social opportunities and career opportunities The three @ey elements of "otivation are &ntensity, $irection and
persistence. &ntensity is concerned with how hard a person tries, high intensity is unlikely to lead to favorable job performance outcomes unless the effort is channeled in a direction that benefits the organi1ation .Therefore we have to consider the )uality of effort as well as its intensity. !inally "otivation has a persistence dimension. This is a measure of how long a person can maintain effort ."otivated individuals stay with a task long enough to achieve their goal.
.=
MOTIVATED BEHAVIOUR:
There are three type of "otivated ,ehavior Con'ummator' -e)a*(or, which directly satisfies the need in )uestion. %+ample Joining an association 2affiliation or status3 In'trumental -e)a*(or7 which is instrumental in getting the need satisfied such as going to the dining table or a restaurant. Su-'t(tute -e)a*(or7 which is known to be motivated behavior ,it is generally difficult task to infer motives from behavior because0 #3 The e+pression of human motives differs from culture to culture and from person to person within a culture. .3 ny single act of behavior may e+press several motives. 53 Similar motives may be manifested through unlike behavior
.?
JOB DESI$!7 E+#8OYEE #%"TICI#%TIO! %!D %8TE"!%TIVE 5O"9 %""%!$E+E!T.
"anagers determine what jobs will be performed in their organi1ations and those jobs will be performed. ,ut managers must also determine how to motivate people and how to optimi1e their performance. The long-term key to success in business is to create jobs that optimi1e the organi1ations re)uirements for productivity and efficiency while simultaneously motivating and satisfying the employees who perform those jobs. s people and organi1ations change, and as we continue to learn more about management, it is important to look back occasionally at those jobs and make whatever changes are necessary to improve them.
&t begins with a discussion of job design, starting with a look at historical approaches to job design, and then we discuss an important contemporary perspective on jobs, the job characteristics theory. (e+t, we describe how social information affects job design and then review the importance of employee participation and empowerment. !inally, we discuss alternative work arrangements that can be use to enhance motivation and performance.
.A
JOB C&%"%CTE"ISTICS T&EO"Y
The job characteristics theory identifies three critical psychological states0 %+perienced meaningful of the work, e+perienced -esponsibility for work outcomes and knowledge of results.
#. %+perienced meaningfulness of the work-The degree to which the individual e+periences the job as generally meaningful, valuable and worthwhile.
.. %+perienced responsibility for work outcomes-The degree to which individuals feel personally accountable and responsible for the results of their work.
5. @nowledge of results-The degree to which individual continuously understand how effectively they are performing the job.
&f employees e+perience these states at a sufficiently high level, they are likely to feel good about themselves and to respond favorably to their jobs. /ack man and 6ldham suggest that the three critical psychological states are triggered by the following five characteristics of the job, or core job dimensions.
.B
# Skill variety-the degree to which the job re)uires a variety of activities that involve different skills and talents.
.. Task identity-the degree to which the job re)uires completion of a 9whole: and an identifiable piece of workK that is, the e+tent to which a job has a beginning and an end with a tangible outcome.
5. Task significance-the degree to which the job affects the lives or work of other people, both in the immediate organi1ation and in the e+ternal environment.
8.
utonomy-the degree to which the job allows the individual substantial
freedom, independence, and discretion to schedule the work and determine the procedures for carrying it out.
;. !eedback-the degree to which the job activities give the individual direct and clear information about the effectiveness of his her performance.
The five job characteristics, operating through the critical psychological states, affect a variety of personal and work outcomes0 high internal work motivation i.e. intrinsic motivation3, high )uality work performance, high
5E
satisfaction with the work outcomes0 high internal work motivation 2that is intrinsic motivation3, high )uality work performance, high satisfaction with the work, and low absenteeism and turnover. <eople with string needs for personal growth and development will be especially motivated by the five core job characteristics. 6n the other hand, people with weaker needs for personal growth and development are less likely to be motivated by the core job characteristics.
SOCI%8 I!FO"+%TIO! %!D JOB DESI$!0
Social information in the workplace may influence how individuals perceive and react to job characteristics. !or e+ample, if a newcomer to the organi1ation is told by a coworker, you are really going to like it here because everybody gets along so well,: that person may )uickly decide that the job is best evaluated in terms of social interactions and that those interactions are satisfactory. ,ut if the message is 9you wont like it here because the boss is lousy and the pay is worse,: the newcomer may become inclined to think that the jobs most important elements are pay and interactions with the boss and that both are deficient.
5#
#%"TICI#%TIO!7 E+#O5E"+E!T %!D +OTIV%TIO!
<articipative management and empowerment are two more important methods can use to enhance employee motivation. &n a sense , participation and empowerment are e+tensions of job design because each fundamentally alters how employees have a voice in decisions about their own work. %mpowerment is the process of enabling workers to set their own work goals, make decisions and solve problems within their spheres of responsibility and authority. Thus empowerment is a somewhat broader concept that promotes participation in a wide variety of areas, including but not limited to work itself, work conte+t and work environment.
E%"8Y #E"S#ECTIVES O! #%"TICI#%TIO! %!D E+#O5E"+E!T
The human relations movement in vogue from the #B5EFs through the #B;EFs assumed that employees who are happy and satisfied will work harder .This view stimulated management interest in having workers participation in a variety of organi1ational activities. "anagers hoped that if employees had a chance to participate in decision making concerning their work environment, they would be satisfied and this satisfaction would supposedly result in improved performance. /owever, managers tended to see employee participation merely as a way to increase satisfaction, not as a source of potentially valuable input. %ventually, managers began to recogni1e that employee input useful in itself, apart from its presumed effect
5.
on satisfaction. &n other words, they came to see employees as valued human resources who can contribute to organi1ational effectiveness. The role of participation and empowerment in motivation can be e+pressed in terms of both the need-based perspectives. %mployees who participate in decision making may be more committed to e+ecuting decisions properly. !urthermore successfully making a decision, e+ecuting it, and then seeing positive conse)uences can help satisfy ones need for achievement, provide recognition and responsibility and enhance self esteem. Simply being asked to participate in organi1ational decision making may also enhance employees self esteem. Simply being asked to participate in decision making may also enhance employees self esteem. &n addition, participation should help clarify e+pectancies i.e. by participating in decision making, employees may better understand the linkage between their performance and the rewards they want most.
%"E%S OF #%"TICI#%TIO!
%mployees can participate in addressing )uestions and making decision about their own jobs. &nstead of just telling them how to do their job,for e+ample, managers can ask employees to make their own decisions about how to do them. ,ased on their own productivity .&n many situations, they might also be well )ualified to make decisions about what materials to use, what tools to use and so forth. &t might also help to let workers make decisions about administrative matters, such as work schedules. &f jobs are relatively independent of one another, employees might decide when to change shifts,
55
take breaks, go to lunch, and so forth.
work group or team might also be
able to schedule vacations and days off for all of its members. !urthermore, employees are getting increasing opportunities to participate in broader issues of product )uality. <articipation of this type has become a hallmark.
TEC&!I:UES %!D ISSUES I! E+#O5E"+E!T
&n recent years many organi1ations have actively sought ways to e+tend participation beyond the traditional areas. Simple techni)ues such as suggestion bo+es and )uestion and answer meetings allow a certain degree of participation, for e+ample. The basic motive has been to better capitali1e on the assets and capabilities inherent in all employees. Thus, many managers today prefer the term 9empowerment: to 9participation: because it implies a more comprehensive involvement. 6rgani1ations use to facilitate empowerment is to change their overall method of organi1ing. The basic pattern is for an organi1ation to eliminate layers from its hierarchy, thereby becoming much more decentrali1ed. <ower, responsibility, and authority are delegated as far down the organi1ation as possible, so control of work is s)uarely in the hands of those who actually do it.
58
%8TE"!%TIVE 5O"9 %""%!$E+E!T
,eyond the actual redesigning of jobs and the use of participation and empowerment, many organi1ations today e+perimenting with a variety of alternative work arrangements. These arrangements are generally intended to enhance employee motivation and performance by giving workers more fle+ibility about how and when they work. schedules, job sharing and telecommuting. mong the more popular alternative work arrangements are variable work schedules, fle+ible work
F8E;IB8E 5O"9 SC&EDU8ES
nother promising alternative work arrangement is fle+ible work schedules ,sometimes called fle+time. The compressed work schedules previously discussed give employees time off during normal working hours, but they must still follow a regular and defined schedule on the days when they do work.
JOB S&%"I!$
Jet another potentially useful alternative work arrangement is job sharing. &n job sharing, two part time employees share one full-time job. Job sharing may be desirable for people who want to work only part time or when job markets are tight. !or its part, the organi1ation can accommodate the preferences of a broader range of employees and may benefit from the
5;
talents of more people. <erhaps the simplest job sharing arrangement to visuali1e is that of a receptionist. 6rgani1ations sometimes offer job sharing as a way to entice more workers to the organi1ation. &f a particular kind of job is difficult to fill, a job sharing arrangement might make it more attractive to more people. There are also cost benefits for the organi1ation. Since the employees may only be working part time, the organi1ation does not have to give them the same benefits that full time employees receive. Some workers like job sharing because it gives them fle+ibility and freedom. !or e+ample, may only want part time work. Stepping into a shared job may also give them a chance to work in organi1ation that otherwise only wants to hire full time employees. 7hen the job sharer isnFt working, she or he may attend school, take care of the family, or simply enjoy leisure time. Job sharing does not work for every organi1ation, and it isnFt attractive to all workers, but it has produced enough success stories to suggest that it will be around for a long time . mong the organi1ations that are particularly committed to job sharing programs are the ,ank of "ontrLal. lthough job sharing has not been scientifically evaluated, it appears to be a useful alternative to traditional work scheduling.
5=
"e'earc) +et)o2olo.1
The <resent study is based on descriptive * influential research techni)ues, the sample drawn by applying purposive techni)ue.
Primary data:
Structured * disguised )uestionnaire will be used to probe individuals for information. #EE )uestionnaires will be filled up by middle level managers.
Secondary data:
Secondary research will also be done through various sources like newspapers, books, maga1ines, internet, etc. * will be used for certain aspects of the research.
The entire project will be dealt in such a manner so as to obtain the relationship between Job design and motivation.
5?
Tool' 3or t)e re'earc)
• • • Standardi1ed measures will be used for data collection The correlation between each of the variables of Job design and
"otivation sample si1e of #EE middle level managers will be taken for primary research. D%T% SOU"CES $ata was mainly collected from the policy manual for studying its job design and motivation. $ata was collected from the internet. Sample S(<e 1==
5A
"ESE%"C& #"OCESS !ormulating research problem
Step' o3
%+tensive literature survey
"e'earc)
Survey.
.
#roce''
$eveloping hypothesis.
<reparing research design
$ata mining sample design .
.
Dollecting the data.
%+ecution of project
5B
.
nalysis of data.
/ypothesis testing . 'enerali1ation*interpretation .
-eport writing.
8E
T)e t)eor1 part o3 t)e 'tu21 )a' 2(33erent 'u-, o-4ect(*e'.
F(r'tl1, to give the reader overviews about the effect of Job design on the motivational level of employees. Secon2l1, prescription in the form of strategic approach will be provided from the beginning. T)(r2l1, an analysis of the motivation level of employees in the hospitality sector so as to know whether their jobs are designed properly or not, and to compare job design level, whether they are high motivators or low motivators in their job profile.
F(nall1 some recommendations * conclusion in order to have the right amount of motivation which an employee demands in respect to his work and proper implementation of job designing.
8#
D%T% %!%8YSIS OF JOB %TTITUDE
#.
/ow much variety is there in your job4 That is, to what e+tent does
the job re)uire you to do many different things at work, using a variety of your skills and talents4
20% 46%
Very little Moderately very much
34%
T)(' .rap) ')ow' t)at />? o3 mana.er' 3oun2 *er1 l(ttle *ar(et1 (n t)e(r 4o-7 3/? mo2eratel1 an2 2=? *er1 muc) .. The job re)uires me to use a number of comple+ or high-level skills, how accurate is the statement in describing your job4
8.
The job requires me to use a number of complex or hi h le!el s"il s#ho$ accurate is the statement in %escribin &our job
'() +')
Ver& inaccurate sli htl& accurate !er& accurate
*')
T)(' .rap) ')ow' 3or /2? +ana.er' t)(' 'tatement (' accurate 32? 'l(.)tl1 accurate an2 2@? *er1 (naccurate
5. The job is )uite simple and repetitive, how accurate is the statement in describing your job.
85
The job is quite simple and repetitive, ho accurate is the statement in describin! your job"
24% very inccurate #$% %$% slihtly accurate very accurate
T)(' .rap) ')ow' t)at 3or A>? +ana.er' t)(' 'tatement (' Ver1 (naccurate 13? 'l(.)tl1 accurate 2/? Ver1 accurate.
8. To what e+tent does your job involve doing a whole and identifiable piece of work4
88
To $hat extent %oes &our job in!ol!e %oin a $hole an% i%entif iable piece of $or"
*-)
',) Tin& part .o%erate Whole part *+)
T)(' .rap) ')ow' t)at 3B? t(n1 part (n*ol*e (n 2o(n. a w)ole p(ece o3 work7 3/? wa' +o2erate7 2C? mana.er' complete2 t)e w)ole work.
;. The job provides me a chance to completely finish the pieces of work & begin.
8;
The job pro!i%es me a chance to completel& finish the pieces of $ or" I be in/
*')
0') Ver& inaccurate 2lihtl& accurate !er& accurate 1()
T)(' .rap) ')ow' onl1 32? +ana.er' re'pon2 t)at t)e1 .ot a c)ance to completel1 3(n(') t)e p(ece' o3 work t)e1 -e.(n
=. The job is arranged so that & do not have the chance to do an entire piece of work from beginning to end.
8=
/The job is arran e% so that I %o not ha!e the chance to %o an entire piece of $ or" from be innin to en%/
04) !er& inaccurate *') slihtl& accurate 13) !er& accurate
T)(' .rap) ')ow' t)at onl1 1=? +ana.er' "e'pon2 t)at t)e1 )a*e t)e c)ance to 2o an ent(re p(ece o work 3rom -e.(nn(n. to en2
?. /ow significant or important is your job4 That is, are the results of your work likely to significantly affect the lives or well-being of the people4
8?
5o$ si nif icant or important is &our job6 That is# are the results of &our $or" li"el& to si nif icantl& affect the li!es or $ell7bein of the people
*) 8ot !er& si nif 10) +() .o%eratel& si n hi hl& sinif icant
T)(' .rap) ')ow' t)at 3or A1? +ana.er' t)e(r 4o- (' '(.n(3(cant 3or t)em an2 -el(e*e t)at t)e re'ult' o3 t)e(r work (' l(kel1 to a33ect t)e l(*e' or well,-e(n. o3 t)e people.
A. This job is one in which a lot of people can be affected by how well the work gets done.
8A
/This job is one in $ hich a lot of people can be affecte% b& ho$ $ ell the $ or" et %one/
4) 00) '') (-)
Ver& inaccurate 2li htl& acccurate !er& accurate
T)(' .rap) ')ow' t)at @B? +ana.er' re'pon2 t)at t)e 4o- (' one (n w)(c) a lot o3 people can -e a33ecte2 an2 3or 11? t)(' 'tatement (' *er1 (naccurate.
B. The job itself is not very significant or important in the broader scheme of things.
8B
The job itself is not !er& si nificant or important in the broa%er scheme of thin s/
'')
0+) Ver& inaccurate sli htl& accurate !er& accrate (+)
T)(' .rap) ')ow' t)at @/? mana.er' 3(n2 t)at t)e 4o- (t'el3 (' not *er1 '(.n(3(cant or (mportant (n t)e -roa2er 'c)eme o3 t)(n.' an2 3or 1/? t)(' 'tatement (' *er1 (naccurate
;E
#E. /ow much autonomy is there in your job4 That is, to what e+tent does your job permit you to decide on your own how to go about doing your work4
5o$ much autonom& is there in &our job6 That is# to $ hat extent %oes &our job permit &ou to %eci%e on 9our o$ n ho$ to o about %oin &our $ or"6 04) 03) Ver& little mo%erate -') !er& much
T)(' .rap) ')ow' t)at B2? mana.er' 3(n2 t)at t)e 4o- perm(t t)em to 2ec(2e on t)e(r own7 1>? are mo2erate on t)(' 'tatement an2 1=? are *er1 l(ttle 'at('3(e2 w(t) t)e 'tatement
;#
##. The job gives me considerable opportunity for independence and freedom in how & do the work.
The job i!es me consi%erable opportunit& for in%epen%ence an% free%om in ho$ I %o the $ or"/
4)
0+) 2li htl& accurate !er& accurate
3()
T)(' .rap) ')ow' t)at >@? mana.er' 3oun2 t)at 4o- .a*e t)em con'(2era-le opportun(t1 3or (n2epen2ence an2 3ree2om on )ow t)e1 2o t)e(r work an2 1/? are 'l(.)tl1 'at('3(e2 w(t) t)e 'tatement.
;.
#.. The job denies me any chance to use my personal initiative or judgement in carrying out the work.
The job %enies me an& chance to use m& personal initiati!e or ju% ement in carr&in out the $ or"
04)
') Ver& inaccurate sli htl& accurate !er& accurate 33)
T)(' .rap) ')ow' t)at >>? +ana.er' 3oun2 t)at t)e 4o- 2en(e' t)em to u'e per'onal (n(t(at(*e or 4u2.ment (n carr1(n. out t)e work an2 2? are 'at('3(e2 t)e1 can take (n(t(a*e' an2 1=? are 'l(.)tl1 'at('3(e2.
;5
#5. To what e+tent does doing the job itself provide you with information about your work performance4
To $ hat extent %oes %oin the job itself pro!i%e &ou $ ith information about &our $ or" performance6
1) 0) !er& much mo%eratel& !er& little ,+)
T)(' .rap) ')ow' t)at C/? emplo1ee' are *er1 muc) 'at('3(e2 t)at t)e 4o- (t'el3 pro*(2e t)em (n3ormat(on a-out t)e work per3ormance 7 A?mo2eratel1 an2 1? *er1 l(ttle 'at('3(e2 w(t) t)e 'tatement.
;8
#8. Just doing the work re)uired by the job provides many chances for me to figure out how well & am doing.
:ust %oin the $ or" require% b& the job pro!i%es man& chances for me to fi ure out ho$ $ ell I am %oin
04) 0') Ver& inaccurate sli htl& accurate !er& accurate -3)
T)(' .rap) ')ow' t)at B>? +ana.er' re'pon2 t)at t)e work reDu(re2 -1 t)e 4o- pro*(2e' man1 c)ance' to t)em to 3(.ure out )ow well t)e1 2o (t 7 12? are 'l(.)tl1 'at('3(e2 w)(le 1=? mana.er' 3(n2 t)(' 'tatement a' *er1 (naccurate.
;;
#;. The job itself provides very few clues about whether & am performing well or not.
The job itself pro!i%es !er& fe$ clues about $ hether I am performin $ ell or not
01)
*)
Ver& inaccurate sli htl& accurate !er& accurate 3')
T)(' .rap) ')ow' t)at t)e 4o- (t'el3 pro*(2e' *er1 3ew clue' a-out w)et)er t)e1 are per3orm(n. well or not 3or >2? +ana.er' t)(' 'tatement (' *er1 (naccurate71A? 'l(.)tl1 accurate an2 3or 3? *er1 accurate.
;=
+OTIV%TIO! D%T% %!%8YSIS
#. & take time to understand different kinds of motivation.
I ta"e time to un%erstan% %ifferent "in%s of moti!ation/
'')
**)
Al$ a&s true of me sometimes true of me ne!er true of me
+1)
T)(' .rap) ')ow' t)at t)e1 take t(me to un2er'tan2 2(33erent k(n2' o3 mot(*at(on7 /A? +ana.er' re'pon2 'omet(me' true o3 me 7 33? alwa1' true o me an2 22? ne*er true o3 me.
;?
.. & provide regular feedback to the people who work with me.
I pro!i%e re ular fee%bac" to the people $ ho $ or" $ ith me/
01)
0) Al$ a&s true of me sometimes true of me ne!er true of me 3+)
;A
T)(' .rap) ')ow' t)at >/? mana.er' re.ularl1 pro*(2e 3ee2-ack to t)e people w)o work w(t) t)em71>? 'omet(me' pro*(2e an2 1? ne*er pro*(2e an1 3ee2-ack.
5. & pay more attention to the positive things people do rather than the negative.
I pa& more attention to the positi!e thin s people %o rather than the ne ati!e/
,) 4) Al$ a&s true of me sometimes true of me ne!er true of me ,0)
;B
T)(' .rap) ')ow' t)at C1? mana.er' pa1 more attent(on to t)e po'(t(*e t)(n.' rat)er t)an ne.at(*e an2 C? 'omet(me' pa1 attent(on to po'(t(*e t)(n.'.
8. <eople who work for me would say that & genuinely care for them as individual
;eople $ho $or" for me $oul% sa& that I enuinel& care for them as in%i!i%ual
0+)
4) Al$ a&s true of me sometimes true of me ne!er true of me 3()
=E
T)(' .rap) ')ow' t)at >@? man.er' re'pon2 t)at people w)o work 3or t)em woul2 'a1 t)at t)e1 .enu(nel1 care 3or t)em an2 1/? re'pon2 t)at (t (' 'omet(me' true 3or t)em.
;. & set clear achievable goals with people.
/I set clear achie!able oals $ith people/
+)
4) Al$ a&s true of me sometimes true of me ne!er true of me ,()
=#
T)(' .rap) ')ow' t)at C@? mana.er' re'pon2 t)at t)e1 'et clear ac)(e*a-le .oal' w(t) people an2 /? 'a1 t)at (t (' 'omet(me' true 3or t)em.
=. & make regular efforts to build trusting professional relationships.
I ma"e re ular efforts to buil% trustin professional relationships/
0-)
4) Al$ a&s true of me sometimes true of me ne!er true of me 3*)
=.
T)(' .rap) ')ow' >3? mana.er' make re.ular e33ort' to -u(l2 tru't(n. pro3e''(onal relat(on')(p an2 1B? 'a1 t)at t)e1 2o (t onl1 'omet(me'.
?. & ensure that employees have the tools they need and the healthy work environment.
=5
I ensure that emplo&ees ha!e the tools the& nee% an% the health& $ or" en!ironment/
'()
4) Al$ a&s true of me sometimes true of me ne!er true of me -+)
T)(' .rap) ')ow' t)at B/? +an.er' en'ure t)at emplo1ee' )a*e t)e tool' t)e1 nee2 an2 t)e )ealt)1 work en*(ronment an2 3or 2@? t)(' 'tatement (' 'omet(me' trueE
A. & try to find creative ways to vary peopleFs roles and responsibilities.
=8
I tr& to fin% creati!e $ a&s to !ar& people<s roles an% responsibilities/
'+)
4) Al$ a&s true of me sometimes true of me -() ne!er true of me
T)(' .rap) ')ow' B@? mana.er' 3(n2 creat(*e wa1' to *ar1 peopleF' role' an2 re'pon'(-(l(t(e' an2 3or2/? t)(' 'tatement (' 'omet(me' true.
B. & make sure people know why they have done a great job.
=;
I ma"e sure people "no$ $ h& the& ha!e %one a reat job/
'+)
4) Al$ a&s true of me sometimes true of me ne!er true of me -()
T)(' .rap) ')ow' B@?+ana.er' are 'ure t)at people know w)1 t)e1 )a*e 2one a .reat 4o- an2 3or 2@? are *er1 l(ttle 'ure.
#E. & look for ways to increase peopleFs level of engagement.
==
I loo" for $ a&s to increase people<s le!el of en a ement/
03)
4) Al$ a&s true of me sometimes true of me ne!er true of me 3')
T)(' .rap) ')ow' t)at >2? mana.er' alwa1' look or wa1' to (ncrea'e people' le*el o en.a.ement an2 3or 1>? t)(' 'tatement (' 'omet(me' true 3or t)em.
##. & take time to understand what is meaningful to people about their roles and responsibilities.
=?
/I ta"e time to un%erstan% $ hat is meanin ful to people about their roles an% responsibilities/
0-) Al$ a&s true of me 14) **) sometimes true of me ne!er true of me
T)(' .rap) ')ow' t)at 1B?mna.er' take t(me to un2er'tan2 w)at (' mean(n.3ul to people a-out t)e(r role' an2 re'pon'(-(l(t(e' w)ere 3or A=? t)(' 'tatement (' ne*er true an2 33? 'omet(me' take t(me to un2er'tan2.
#.. & make sure people know why their goals are important.
=A
/I ma"e sure people "no$ $ h& their oals are important/
4) **) Al$ a&s true of me sometimes true of me (-) ne!er true of me
T)(' .rap) ')ow' @B?mana.er' are 'ure t)at people know w)1 t)e(r .oal' are (mportant an2 3or 33? t)(' 'tatement (' 'omet(me' true.
#5. & am receptive to peoples feedback.
=B
/I am recepti!e to peoples fee%bac"/
0-)
4) Al$ a&s true of me 2ometimes true of me 3*) ne!er true of me
T)(' .rap) ')ow' t)at >3? mana.er' are alwa1' recept(*e to peopleF' 3ee2-ack an2 or 1B? t)(' 'tatement (' 'omet(me' true.
#8. & work with my team on development and performance plan.
?E
I $ or" $ ith m& team on %e!elopment an% performance plan/
,) 4) Al$ a&s true of me sometimes true of me ne!er true of me ,0)
T)(' .rap) ')ow' t)at C1? mana.er' work w(t) t)e(r team on 2e*elopment an2 per3ormance plan an2 or C? t)(' 'tatement (' 'omet(me' true.
#;. re you aware of motivational function towards your employees4
?#
/ Are &ou a$ are of moti!ational function to$ ar%s &our emplo&ees
()
4)
Al$ a&s true of me sometimes true of me ne!er true of me
,+)
T)(' .rap) ')ow' t)at C/? mana.er' are aware o mot(*at(onal 3unct(on towar2' emplo1ee' an2 3or @? t)(' 'tatement (' 'omet(me' true.
Four +a(n element' o3 Jo- De'(.n
?.
#. S@&>> V -&%TJ .. T S@ &$%(T&TJ 5. T S@ S&'(&!&D (D% 8 CT6(6"J ;. !%%$, D@
The correlation between each of the variables of Job design and "otivation ;E #B 5# ?; .E ;
The correlation of Job "otivation and Job design is E.A.;B=.and the -elationship is positive as the figure lies between M# and-#.
?5
.B 58 5?
?; .E ;
The correlation of Job "otivation and Job design is- E.BA8=?and the -elationship is positive as the figure lies between M# and-#.
5? .? 5=
?; .E E;
The correlation of Job "otivation and Job design isE.5BA..8and the -elationship is positive as the figure lies between M# and-#. E5 8= ;# ?; .E E;
?8
The correlation of Job "otivation and Job design is-E.BB5B;and the -elationship is positive as the figure lies between M# and-#.
?;
Conclu'(on
&n this study we have reviewed various positive outcomes in job design and motivation study of various managers which results in a positive comparative analysis. This report shows the relationship between the various groups of job design groups with respect to their motivational level. The whole analysis is based on the sample si1e of #EE managers.. ,y analy1ing the )uestionnaire based on job design and motivation it has been interpreted that the employees or the managers has good motivational but they have a problem they are not able to take initiatives, as they have moderate variety of work at their job design level as compared to that of ."otivation is the process that arouses, energi1es, directs, and sustains different behaviour and performance. That is, it is the process of stimulating people to various actions and to achieve a desired task. 6ne way of stimulating people is to employ effective motivation, which makes workers more satisfied with and committed to their jobs, money is not the only motivator. There are other incentives which can also serve as motivators, so motivation should not be thought of as the only e+planation of behaviour, since it interacts with and acts in conjunction with other mediating processes
?=
and with the environment. &f managers know what drives the people working for them, they can tailor job assignments and rewards to what makes these people Itick.I "otivation can also be conceived of as whatever it takes to encourage workers to perform by fulfilling or appealing to their needs.
"ecommen2at(on'
"otivational problems in managerial positions are due to poor designing of job at work-place. &ntense competition for )uality in manager talent has affected a degree of uniformity in different jobs. Therefore, the simple model should be followed0<erformanceNability O motivation 7hile designing job designers should look at the psychological and social aspects of work to the determinant of the organi1ation, workforce and the society as a whole. /igh levels of tasks are associated with boredom, so they should carry some appeal so that job dissatisfaction does not occur. !or the employees job should be there accordingly with respect to the skills, variety of work area of different employees working there.The e+trinsic or the hygiene factor should be taken into consideration while designing a job. ,esides, monetary incentives, non-monetary incentives should also be introduces for higher motivation level. <ositive feedback should be more emphasi1ed than negative and if the same occurs then proper training programs should be implemented for high motivation level.
??
6rgani1ations
should
adopt
practices
which
encourage
employee
involvement such as0
#.
Jo-,enlar.ement P &t e+pands the jobFs duties.
The worker is
provided with more tasks of similar level. Job enlargement will cause an individual to perform too many tasks which will allow the employee to take personal responsibility. .. Jo- enr(c)ment P &t is an approach to job design that directly applies job characteristics theory to make jobs more interesting and to improve employee motivation. Job enrichment puts speciali1ed tasks back together so that one person is responsible for producing a whole product or an entire service. Job enrichment gives employees more opportunities for autonomy and feedback. &t also gives them more responsibilities that re)uire decision making, such as scheduling work, determining work methods and judging )uality. 5. :ual(t1 c(rcle P The concept of )uality circle emerged from )uality control. Quality circles are )uite popular in Japan. >ooking at their success, many organi1ations in C.S. . and &ndia have also attempted to implement )uality circles. )uality circle is a small group of employees doing similar or related work who meet regularly to identify, analy1e and solve product)uality problems and to improve general operations. The )uality circles are relatively autonomous units 2ideally about #E workers3, usually led by a supervisor or a senior worker and organi1ed as work units. The workers, who have a shared area of responsibility, meet weekly to discuss, analy1e and propose solutions to ongoing problems. Some typical efforts in improving production methods and )uality involve reducing defeats, scrap, rework, and downtime, which are e+pected to lead to cost reduction as well
?A
as increased productivity. &n addition, the circles intend to focus attention on the self-development of workers and the improvement of working conditions. Through this process, there is an improvement of workers morale and motivation, stimulation of teamwork and also recognition of their achievements.
FI!DI!$S
# P This study is $escriptive in e+amination of the relationship between Job design and motivational level of managers. Therefore the data collected at a single moment in time mat limit the accuracy of the research.
. P Since both the dependent and independent variables were from the same respondentFs .Therefore more attention should be paid to overcome the problem of common method variance.
?B
AE
:UESTIO!!%I"E
This study is on Job $esign * "otivation. & would like to e+plore how job design helps in motivating an employeeFs performance. /ence, & re)uest you to e+tend your cooperation and support in order to make it productive e+ercise.
NAME
: ________________________________________
ADRRESS COMPANY DESIGNATION
: ________________________________________ NAME : ___________________
: ___________________
JOB DESI$!
S9I88 V%"IETY
A#
#.
/ow much variety is there in your job4 That is, to what e+tent does
the job re)uire you to do many different things at work, using a variety of your skills and talents4
a3Very little
b3"oderate Variety
c3Very much
..
The job re)uires me to use a number of comple+ or high-level skills, how accurate is the statement in describing your job4
a3Very inaccurate
b3Slightly accurate
c3Very accurate
5. The job is )uite simple and repetitive, how accurate is the statement in describing your job. a3Very inaccurate b3Slightly accurate c3Very accurate
A.
T%S9 IDE!TITY
1. To what e+tent does your job involve doing a whole and identifiable piece of work4 That is, is the job a complete piece of work that has an obvious beginning and end4 6r is it only a small part of the overall piece of work, which is finished by other people or by automatic machines4
a3Tiny part of the overall piece of work piece of work
b3"oderate-si1ed
c3whole
2. The job provides me a chance to completely finish the pieces of work & begin.
a3Very inaccurate
b3Slightly accurate
c3Very accurate
3. The job is arranged so that & do not have the chance to do an entire piece of work from beginning to end. a3Very inaccurate b3Slightly accurate c3Very accurate
A5
T%S9 SI$!IFIC%!CE
1./ow significant or important is your job4 That is, are the results of your work likely to significantly affect the lives or well-being of the people4 a3(ot very significantly significant b3"oderately significant c3/ighly
2.This job is one in which a lot of people can be affected by how well the work gets done. a3Very inaccurate accurate b3Slightly accurate c3Very
3.The job itself is not very significant or important in the broader scheme of things.
a3Very inaccurate
b3Slightly accurate
c3Very accurate
A8
%UTO!O+Y
1./ow much autonomy is there in your job4 That is, to what e+tent does your job permit you to decide on your own how to go about doing your work4
a3Very little
b3"oderate autonomy
c3Very much
2.The job gives me considerable opportunity for independence and freedom in how & do the work.
a3Very inaccurate
b3Slightly accurate
c3Very accurate
3.The job denies me any chance to use my personal initiative or judgement in carrying out the work.
a3Very inaccurate
b3Slightly accurate
c3Very accurate
A;
FEEDB%C9
1. To what e+tent does doing the job itself provide you with information about your work performance4 $oes the actual work itself provide clues about how well you are doing Paside from any feedback coworkers or supervisors may provide4 a3Very much b3moderately c3Very little
2..Just doing the work re)uired by the job provides many chances for me to figure out how well & am doing. a3Very inaccurate accurate b3Slightly accurate c3Very
3.The job itself provides very few clues about whether & am performing well or not a3Very inaccurate accurate b3Slightly accurate c3Very
A=
+OTIV%TIO! :UESTIO!!%I"E
1.& take time to understand different kinds of motivation.
a3 lways true of me b3"ost of the time true of me me
c3sometimes true of
d3(ever true of me.
2.& provide regular feedback to the people who work with me.
a3 lways true of me of me
b3"ost of the time true of me
c3sometimes true
d3(ever true of me.
3. & pay more attention to the positive things people do rather than the negative.
A?
a3 lways true of me of me
b3"ost of the time true of me d3(ever true of me.
c3sometimes true
/. <eople who work for me would say that & genuinely care for them as individual a3 lways true of me of me b3 "ost of the time true of me d3(ever true of me. c3sometimes true
A. & set clear achievable goals with people. a3 lways true of me of me b3 "ost of the time true of me d3 (ever true of me. c3sometimes true
@. & make regular efforts to build trusting professional relationship0 a3 lways true of me of me b3"ost of the time true of me d3(ever true of me. c3sometimes true
B. & ensure that employees have the tools they need and the healthy work environment. a3 lways true of me of me b3"ost of the time true of me d3(ever true of me. c3sometimes true
>. & try to find creative ways to vary peopleFs roles and responsibilities. a3 lways true of me of me b3"ost of the time true of me c3sometimes true
d3(ever true of me.
AA
C.& make sure people know why they have done a great job. a3 lways true of me b3"ost of the time true of me c3sometimes true
of me d3(ever true of me.
1=.& look for ways to increase peopleFs level of engagement. a3 lways true of me of me b3"ost of the time true of me d3(ever true of me. c3sometimes true
11. & take time to understand what is meaningful to people about their roles and responsibilities. a3 lways true of me of me b3"ost of the time true of me d3(ever true of me. c3sometimes true
12.& make sure people know why their goals are important. a3 lways true of me of me b3"ost of the time true of me d3(ever true of me. c3sometimes true
13. & am receptive to peoples feedback. a3 lways true of me of me b3"ost of the time true of me d3(ever true of me.
AB
c3sometimes true
1/.& work with my team on development and performance plan. a3 lways true of me of me b3"ost of the time true of me d3(ever true of me. c3sometimes true
1A. re you aware of motivational function towards your employees4
a3 (ever e3 lways
b3 Seldom
c3 Sometimes
d3 6ften
BE
BIB8IO$"%#&Y
•
T.( Dhhabra, !ourth -evised %dition, $hanpat -ai * Do.
•
Dooper, -obin. 2#BB=3. >ean %nterprises and the Donfrontation
Strategy. The Academy of Management Executive 2 ugust3,
• •
$imensions, measurement, and validation. Academy of Management /uman -esource "anagement- $r. D.,. 'upta
!ournal "#, #88.-#8=;.
•
/uman -esource management- "ammoria
•
Strategic "anagement-Stephen -obbins
•
Vantage point site on 'oogle.
B#
5EBSITES • • • • • www.hr.com www.motivationhr.com www.searchengine.com www.hrpractices.com www.google.com
B.
doc_332974610.doc