Work Organization & Job Design
LECTURES!
Pre-MSc. Change Management
University of Groningen
, Table of content
WOJD lecture 1: Work Design from an Organizational Behavior perspective...........................3
WOJD lecture 2: Work Design from an Operations Management perspective..........................8
WOJD lecture 3: Formal and informal decision-making processes..........................................23
WOJD lecture 4: Outcomes of work design..............................................................................35
Overview MC-questions tutorial #1......................................................................................49
WOJD lecture 5: Work Organization and Job Design................................................................53
Overview MC-questions tutorial #2......................................................................................61
WOJD lecture 6: Wrap up!........................................................................................................65
2
, WOJD lecture 1: Work Design from an Organizational Behavior perspective
‘Work is defined as an activity in which a person exerts physical and mental effort to accomplish a
given set of task or perform a duty.’ (Groover, 2014)
⮚ Task or duty has some useful objective;
⮚ Worker applies skills and knowledge for successful completion;
⮚ The activity has commercial value;
⮚ The worker is compensated.
‘Work design describes how jobs, tasks and roles are structured, enacted, and modified as well as the
impact of these structures, enactments, and modifications on individual, group and organizational
outcomes.’ (Grant & Parker, 2009)
Most of the work design research started in the 70’s and 80’s, you can see this graph!
THE DIFFERENT THEORIES!
1. Job simplification/scientific management: (1776 – present)
Taylor’s Scientific Management:
⮚ Job simplification and specialization
o Workers perform manual work
▪ Repeating single, highly simplified and specialized activities
o Managers perform mental work
▪ Monitoring and rewarding
⮚ Impressive productivity effects
o Cheaper, constant output, efficiency mass production
⮚ Detrimental psychological effects
o Absenteeism, strikes, turnover
3
, ⮚ Still widely applied
2. Job characteristics theory: (1939 – present)
Herzberg’s two-factor Theory:
⮚ Two factors that influence performance
o Hygiene factors
▪ Company policies, interpersonal relations, supervision, salary, working
conditions. Otherwise you’ll see dissatisfaction.
o Motivator factors
▪ Achievement, advancement, nature of work, recognition, responsibility.
Then you’ll have satisfaction.
⮚ Job enrichment and enlargement
⮚ Mixed empirical evidence
o No differences hygiene and motivator factors
o Limited support job satisfaction
McGregor Theory X and Theory Y
⮚ Two assumptions about people
o Theory X
▪ Indolent, passive, irresponsible
● Avoid initiative and responsibility
● Constant need for direction
● Motivated by economic rewards
▪ Perform to meet expectations
o Theory Y
▪ Motivated and satisfied
● Seek initiative and responsibility
● Self-control and self-direction
● Self-motivated to complete tasks
▪ Perform beyond expectations
Job Characteristics Theory
4
LECTURES!
Pre-MSc. Change Management
University of Groningen
, Table of content
WOJD lecture 1: Work Design from an Organizational Behavior perspective...........................3
WOJD lecture 2: Work Design from an Operations Management perspective..........................8
WOJD lecture 3: Formal and informal decision-making processes..........................................23
WOJD lecture 4: Outcomes of work design..............................................................................35
Overview MC-questions tutorial #1......................................................................................49
WOJD lecture 5: Work Organization and Job Design................................................................53
Overview MC-questions tutorial #2......................................................................................61
WOJD lecture 6: Wrap up!........................................................................................................65
2
, WOJD lecture 1: Work Design from an Organizational Behavior perspective
‘Work is defined as an activity in which a person exerts physical and mental effort to accomplish a
given set of task or perform a duty.’ (Groover, 2014)
⮚ Task or duty has some useful objective;
⮚ Worker applies skills and knowledge for successful completion;
⮚ The activity has commercial value;
⮚ The worker is compensated.
‘Work design describes how jobs, tasks and roles are structured, enacted, and modified as well as the
impact of these structures, enactments, and modifications on individual, group and organizational
outcomes.’ (Grant & Parker, 2009)
Most of the work design research started in the 70’s and 80’s, you can see this graph!
THE DIFFERENT THEORIES!
1. Job simplification/scientific management: (1776 – present)
Taylor’s Scientific Management:
⮚ Job simplification and specialization
o Workers perform manual work
▪ Repeating single, highly simplified and specialized activities
o Managers perform mental work
▪ Monitoring and rewarding
⮚ Impressive productivity effects
o Cheaper, constant output, efficiency mass production
⮚ Detrimental psychological effects
o Absenteeism, strikes, turnover
3
, ⮚ Still widely applied
2. Job characteristics theory: (1939 – present)
Herzberg’s two-factor Theory:
⮚ Two factors that influence performance
o Hygiene factors
▪ Company policies, interpersonal relations, supervision, salary, working
conditions. Otherwise you’ll see dissatisfaction.
o Motivator factors
▪ Achievement, advancement, nature of work, recognition, responsibility.
Then you’ll have satisfaction.
⮚ Job enrichment and enlargement
⮚ Mixed empirical evidence
o No differences hygiene and motivator factors
o Limited support job satisfaction
McGregor Theory X and Theory Y
⮚ Two assumptions about people
o Theory X
▪ Indolent, passive, irresponsible
● Avoid initiative and responsibility
● Constant need for direction
● Motivated by economic rewards
▪ Perform to meet expectations
o Theory Y
▪ Motivated and satisfied
● Seek initiative and responsibility
● Self-control and self-direction
● Self-motivated to complete tasks
▪ Perform beyond expectations
Job Characteristics Theory
4
