CONCEPT — Contents + methods + relationships of jobs; meets technological/organisational and social/personal needs; cuts dissatisfaction and alienation; non-monetary rewards. Armstrong definition. Follows job analysis. Integrates individual needs with org requirements.
| Approach | Key points |
|---|---|
| Engineering (Taylor) | Plan a day ahead; specialisation = hallmark; 7 principles: fragmentation, technology, standardisation (time & motion), specialisation, training, responsibility, monetary incentives. Walker & Guest problems: repetition, mechanical pacing, no end product, little social interaction, no input |
| Human (Herzberg) | Jobs around people; enrichment. Motivators (achievement, work, responsibility, growth) vs hygiene (conditions, policies, salary: absence = dissatisfaction) |
| Job Characteristics (Hackman & Oldham) | 5: skill variety, task identity, task significance, autonomy, feedback. MPS = (SV+TI+TS)/3 × A × F. 3 psychological states |
| Study Notes extras | Socio-Technical Systems (social + technical) · motivational approaches · contemporary: rotation, enrichment, job crafting, agile design |
FACTORS (Ebook) — Organisational: work nature, ergonomics, workflow, culture · Environmental: employee abilities & availability (Henry Ford), socio-economic & cultural expectations · Behavioural: autonomy, feedback, diversity, use of skills. Study Notes: goals & strategy, task characteristics, employee preferences, technology, work environment, legal & ethical.
| Technique | Core | Watch for |
|---|---|---|
| Rotation | Move across jobs within a group | Adv: intrinsic reward, multi-skill, cooperation. Disadv: interruption, alienation, cost |
| Simplification | Split into subparts, no training; Taylor, Ford | 5 steps; ECRS (eliminate, combine, rearrange, simplify); why-where-when-who-how |
| Enlargement | Horizontal, more tasks, breadth | Job creep; ↑ training cost; lower efficiency/quality |
| Enrichment | Vertical, more authority, depth | Corning Glass +84%; vertical loading most crucial; Fein 1986 (less for blue-collar); quality circles = Kaizen |
ENLARGE vs ENRICH — number of tasks vs decision power · boredom vs challenge · no higher skills vs higher skills · horizontal vs vertical · responsibility same vs ↑ · more supervision vs self-directed.
SELF-MANAGED TEAMS — Autonomy, shared leadership, decision authority, cross-functional skills, high accountability, collaboration, goal alignment, continuous improvement.
ERGONOMICS — Fit job to human. Physical (posture, movement) · Cognitive (mental workload, decisions, information presentation) · Organisational (= sociotechnical). Plus safety & health (PPE, EAPs) and human-machine interface.
TRAPS: 3rd approach is Job Characteristics, not "practical" · engineering approach had problems · enlargement = expanding · direct feedback = enrichment · enlargement ≠ enrichment · JCM = five dimensions (Study Guide slide drops autonomy) · efficiency jobs = low task variety · ergonomics ≠ physical only.