 |  Organizational Behavior: Solutions for Management Paul D. Sweeney,
University of Central Florida
Dean B. McFarlin,
University of Dayton
Designing Motivating Jobs and High Performance Teams
Chapter Objectives
1In this chapter we present several different ways to redesign jobs. These techniques range from changing when the job is done (e.g., compressed work schedules and flextime), to exactly how it’s done (e.g., job rotation, job enlargement, job enrichment). |
| | | 2Job enrichment usually involves the most extensive changes. Fortunately, the job characteristics model can help managers diagnose whether and to what extent jobs need to be enriched. Specifically, the model describes how five core job characteristics (i.e., skill variety, task identity, task significance, autonomy, and feedback) can be leveraged to produce the psychological states in employees (i.e., perceived meaningfulness, responsibility, and knowledge of results) that are critical for high motivation and performance. |
| | | 3One way to enrich jobs is to convert to team-based operations. Of course, teams come in a variety of forms. Four types of teams are discussed: 1) advisory teams (which basically provide suggestions for improvement; 2) self-managed teams (which focus on doing day-to-day work); 3) cross-functional teams (which contain a diverse membership and tend to focus on conceptual work that is often temporary in nature); and 4) virtual teams (in which a dispersed membership is linked together by technology). |
| | | 4Social loafing can be a serious threat to team effectiveness in a variety of contexts. It refers to the tendency for team members not to put out as much effort in the team as they would if working alone. Studies suggest that social loafing is more prevalent in the U.S. than in other countries, perhaps because of the American embrace of individualism. |
| | | 5A solid team-building approach can ensure the ultimate success of whatever teams management decides to implement. Team building basically involves three steps, all of which require planning and sustained commitment: 1) developing and executing a careful selection process for team members; 2) training team members in a variety of skills; and 3) monitoring and rewarding the team to keep it running smoothly. |
| | | 6A thumbnail sketch of an ideal “team player” would include: 1) appropriate technical skills; 2) good listening and communication skills; 3) a willingness to commit to team goals; and 4) an ability to trust other team members and management. |
| | | 7Setting up a fair and motivating pay system for teams is a major challenge. Some general suggestions that may help management craft such a system include: 1) involving team members in the development of performance appraisal criteria; 2) taking the time to study and examine of any proposed system before actually launching it; 3) being prepared to evaluate, adjust, and tweak the system constantly after it’s up and running; and 4) keeping the system as simple as possible to minimize breakdowns and promote clarity. |
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2002 McGraw-Hill Higher Education