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HRM (Fach) / HR Allocation (Lektion)
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- Design of the work content Individual-oriented task design job specialization job characteristics model instruments to enlarge scope of action and decisions Group-oriented task design forms of institutionalized group work teams
- Job specialization Division of work by quantity or type Goal of task design: efficient job design scientific management - high job specialization leads to more efficiency human relations approach - motivating work contents are important source of job satisfaction
- Pros and Cons of job specialization Pros little practice necessary, habituation simple assignment of workers to tasks shorter periods od asjustments to a new job increase in work produktivity Cons repetitive strain decrease in workers' flexibility and ability to adjust reduction of social interaction and communication monotony and alienation
- Criteria for efficient task design Skill variety Task identity Task significance Autonomy Feedback from the job Individual&organizational outcomes: high internal work motivation high quality work performance high work satisfaction low absenteeism&turnover
- Evaluation of Job Characteristics Model (JCM) Motivating potential score = (Skill variety + task identity + task significance)/3 x autonomy x job feedback Empirical studies show moderate support of studies: multidimensionality of task characteristic is supported task characteristics are associated with psychological and behavioral performance indicators moderate support for mediation effect through psychological states individual growth need strength empirically shows to be a moderator
- Broadining the scope of action and decision making Job rotation - systematic change of workplaces Job enlargement - horizontal task expansion Job enrichment - vertical task expansion
- Forms of institutionalized group work Project teams temporally limited to work on exactly defined problems Quality Circels small groups, employees from the same hierarchical level from different departments and/or functions periodic meetings to discuss work relevant topics Semi-autonomous work group long-lasting actual task is central responsible for planning, execution, and control of tasks independent assignment of employees to task
- Stages of group development Forming - stage of orientation, medium productivity Storming - stage of conflict, low productivity Norming - stage of organization, increasing productivity Performing - stage of working, high productivity Adjourning - stage of breakup
- Pros and Cons of team work Pros: economies of scale through addition of forces reduction of unilateral physical and mental strains reduction of monotony better grounding of decision processes reduction od stress improvements of communications Cons: more time required for decision-making conformity pressure danger of the emergence of group standards which deviate from the organizational goals individual performance appraisal more difficult danger of diffusion of responsibility; risk shift
- Input-Mediator-Output Model Input: Organizational context team context members Mediators: Process (coordination, planning, communication, conflicts) emergent states (team bonds, commitment) Outcomes: multiple criterias
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- Factors of team success team context: correlation between personality and team success positive correlation between cognitive skills and success no consistens findings regarding demographic und functional diversity in teams small to medium effect of team trainings on success Organization and environment: reward- and training systems in the company increase success Coordination of multiple teams in the company is positively correlated with success positive influence of diversity concerning functional- and organizational experience on success of top-management-teams in complex environments
- workplace design Objective: reduction of physical and mental stress and negative influences of the environment in order to optimizeperformance is examined within ergonomics in occupational physiology and psychology, industrial sociology and medicine Ergonomic design and arrangement od work equipment and work environment for the purpose of prevention of accidents optimal design of the human-machine interface prevention of work-related health problems
- Design of work schedules Conflicts between management and employees Objectives of the management: optimal utilization of resources adjustment of employee availability to varying capacity requirements prevention of idle time and overtime reduction of accidents, absenteeism and turnover Objectives of the employees: coordination of working time with personal interests reduction of not preventable mental and physical stress
- Position of working hours and breaks Position of working hours: Fluctuation of performance over the day health problems due to shift work private and domestic interest Breaks: Reduction of fatigue Prevention of possible fatigue symptoms Mainaining a sufficient level of vigilance Degressive course of the recovery curve
- Forms of flexible working time arrangements Shift work flexible working hours (with core hours) part-time work partial retirements job-sharing sabbatical trust-based working hours
- Job Diagnostic Survey In general: it is a diagnostic instrument measuring the: objective characteristics of jobs degree to which jobs are designed so that they enhance the employees' internal work motivation and job satisfaction personal affective reactions of individuals to their jobs and work settings based on the "job-charateristic-model" by Hackman and Oldham
- Job-characteristics-model In general: starting point is the concept of intrinsic motivation Conditions for intrinsic motivation: knowledge of results responsibility for outcomes meaningfulness of work Psychological states are effected by five dimensions of job characteristics: Skill variety task identity task significance autonomy feedback