BARANI INSTITUTE OF

INFORMATION AND
TECHNOLOGY

Psychology
Presentation
Group Members:
Muhammad Asif
Adil Waheed
Tajamul Shehzad
Atif mehmood
INSTRUCTOR:
Mr. Muhammad Ehsan
Job Design, Employee
participation and Alternative Work
Arrangements
Introduction
One of the most important concerns of managers in the past several
years has been employee productivity and satisfaction.
Methods, often used to translate motivation into performance include:
job design
employee participation
alternative work arrangements
goal setting
performance management
rewards
Job Design

Job design refers to the way that tasks are combined to form
complete jobs. It is the planning and specification of job
tasks and the work arrangements through which they are to
be accomplished (Schermerhorn et.al.).
Approaches to Job Design
There are three important approaches to job design.
1. Engineering approach
2. Human approach
3. The Job characteristics approach.
Techniques for Designing Jobs

Job Simplification
Job simplification is a design method whereby jobs are divided
into smaller components and subsequently assigned to workers
as whole jobs.
Enlargement
Job enlargement expands the job horizontally. It increases job
scope;
Job Rotation
Job rotation refers to the movement of an employee from one
job to another.
Job Enrichment
Job enrichment has four unique aspects (Hellriegel, et al).
It changes the basic relationship between employees and
their work.
It changes employee behaviors' in way that gradually lead to
more positive attitudes about the organization and a better self-
image.
It helps the employer to bring about organizational changes
easily, securing employee cooperation and commitment.
Job enrichment can humanize an organization.
Evaluation
Job enrichment has not always been on the credit side of the
ledger. The success stories are somewhat incomplete and are
based on poorly designed research surveys.
1. Job enrichment is not a social cure for workers discontent.
Moreover, it may not be possible to give priority to social
efficiency over considerations of purely economic efficiency
in long-term.
2. Many workers do not feel alienated from their jobs and do
not desire more responsibility or involvement at their
workplace.
Motivation through Participative
Schemes

Forms of Participation
The term workers participation in management, is generally
interpreted in four different ways in India. (Mhetras; Virmani;
Sheth)
i. It is a way of sharing information with workers.
ii. It is a joint consultation prior to decision-making.
iii. Mere sharing of information and influencing decisions through
discussions will not enhance the status of workers.
iv. In the final analysis, workers participation may involve
workers in all strategic, policy and operational issues, treating
them as active members.
Motivation through Empowerment

Empowering Employees
JW Marriott believes in giving people a chance.
Says Webb: Boundaries are not black and white;
they are grey. When we move people around the
business we invest in their future. It gives them a
sense of belonging and confidence in their own
abilities, after they start working as early as six
months to a year, employees can request to be
moved to another department.
Conditions Necessary for
Empowerment
Participation:
Workers must be encouraged to take the initiative. To this
end, the bureaucratic hurdles that come in the way must be
removed.
Innovation:
Management must encourage employees to try out new ideas
and make decisions that help in finding new and improved
ways of doing things.
Information:
Employees must have free access to information and
resources that they need to nurture their talents
Accountability:
Empowered employees should be held accountable for
results.
Alternative Approaches to Participation
Quality Circles
A quality circle is a small group of employees who meet periodically
to identify, analyze and solve quality and other work related
problems in their area. The main features of a quality circle are as
follows: (Day; Udapa; Bernardin)
a) Voluntary group
b) Manageable size
c) Regular meetings
d) Own agenda
e) Exclusive focus on quality
Objectives
The important objectives of quality circles are:
To improve quality of service/product.
To meet the psychological needs of workers (self-expression,
participation, recognition, etc.).
To utilise human talents, skills and knowledge relating to a
work area.
To improve the quality of working life.
To promote better understanding and thereby create cordial
industrial relations.
Quality of Working Life (QWL)
QWL seeks to change the climate at work so that the human-
technological-organizational interface leads to a better quality of work
life. The programme seeks to promote human dignity and growth.
a) Employees work collaboratively.
b) They determine work changes anticipatively.
c) The programmers assume compatibility of people and organizational
goals.
Major Issues in QWL
The major factors that affect the quality of work life may be
stated thus:
a) Pay
b) Benefits
c) Job security
d) Alternative work schedules
e) Occupational stress
f) Worker participation
g) Social integration
h) Work and total life space
Obstacles to QWL Programme
It is not easy to implement QWL programs. Many hurdles do
crop up from time to time. These are:
Managerial attitudes
Unions attitudes
Cost considerations
Improving the QWL
1. Employment conditions (safety, health, physical environment)
2. Equitable rewards (pay, incentives, benefits, services)
3. Job security
4. Enhancing the Self-esteem of people
5. Participative climate and team spirit
6. Training to employees, managers, and supervisors so that they
share the vision, values and culture of the organization
7. Autonomy to draw resources and deliver results
8. Recognition for work done, followed by rewards so as to encourage
commitment and belongingness
9. Congenial worker-supervisor relations; offering proper feedback
on results achieved
10. Job redesign and job enrichment
11. Open and transparent management style
12. An atmosphere of trust and open communication
Work Scheduling and Motivation
Another aspect of job design which has received great attention in the
recent past is the scheduling of work hours.
A manager should recognize at least five alternatives to the
traditional 8-hour per day/ 5 days per week work schedule, the
compressed work week, flexible working hours, job sharing and part-time
work
a) Compressed work-week
b) Flexible working hours (Flextime)
c) Job sharing
d) Telecommuting
e) Part-time work
THANK YOU!