Psychology, 1973, 3, 1, pp. 49-62 Effects of Job Redesign: A Field Experiment‘ EDWARD LAWLER J. RICHAKD E. III? HACKMAN, STANLEY AND KAUFMAN Yale University A telephone company project to redesign the job of directory assistance operator was: studied in order to determine the effects on workers of “job enrichment” programs. The change increased the amount of variety and the decisionmaking autonomy in the operator’s job. However, no change in work motivation, job involvement, or growth need satisfaction
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Job Redesign Functional flexibility is a concept that advocates job redesign as a method to improve organizational performance. “The re-organization of work and the redeployment of staff associated with the implementation of functional flexibility are likely to have significant implications for the employees and managers involved” (Desombre, 2006, para. 1 [1]). Job redesign will focus on enhancement of services through a holistic approach by increasing the number of skills to a job description and
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JOB REDESIGN and WORKPLACE James Hankerson PSY/320 HUMAN MOTIVATION MAY 18, 2011 Laraine Fraijo JOB REDESIGN and WORKPLACE In the era in which I grew up in, I can say that the most influential experiences I had, as a youth came from my mother, grandparents, elders of my community and my teachers all instilled the morals, values, and education that made me who I am today. Back then there was no after school program in my community. My after school hours was used wisely by my parents they made
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Introduction Job redesign is the alteration of a given (specific) job with the intention of increasing the on-job-productivity of employees as well as their quality of work experience as noted by Hackman (1975,p.4). Slocum (1981) on the other hand described the process of job redesign as the deliberate and yet purposeful planning of a given job and includes all of its social and structural aspects as well as the effects of these aspects on the employee. Mergers can have profound effects on the
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Job Redesign and Workplace Rewards Assessment PSY/320 Maria Spencer 15 December 2014 Organizations face massive challenges in attracting and retaining a high-quality and productive workforce. Companies are continually looking for new ways to keep their employees satisfied at all levels in order to harness greater productivity and ideas from people while keeping them motivated and happy. One real challenge examined earlier is the need to transform General Motors to be a much more productive
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Job Redesign and Workplace Rewards Eric R. Taylor PSY/320 January 26, 2012 Eshanda James Job Redesign and Workplace Rewards Working in today's business has positive and negative rewards. People normally focus on the positive rewards. This is the reason why people tend to stay in his or her job for a long period. Rewards can create motivation to people, and it can also cause workplace disparate to the group. Workplace rewards are typically set by the company standards and regulations. One
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Job Redesign and Workplace Rewards Assessment Aubrey Snyder Human Motivation PSY/320 July 25, 2011 Laurel Taron Job Redesign and Workplace Rewards Assessment Motivating employees demands a clear understanding of motivational theories and human behavior, alike. Only then will the employer be in a position to reach the true self of his or her employees. Understanding human behavior and motivation and in turn knowing how to apply this information to the workplace potential is essential to good
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Change and Culture Case Study II: Job Redesign Duane S. Goggins-Week#5 Assignment HCS/514 January 9, 2012 Sara Brown Change and Culture Case Study II: Job Redesign To adjust to greater competition and pressures of obtaining increased organizational efficiency and cost containment, many organizations have begun to examine strategies related to restructuring and downsizing to maintain organizational viability. These processes have included mergers and acquisitions, and redefining occupational
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placed an ad for a part-time bookkeeper at a local college and Shauna came across it. The work Mr. Hamid needed finished for his company would only require the bookkeeper to stay in work with him for about two months. She applied for the job and received the job the same day. During the interview Mr. Hamid stated that he would pay her $150 per week. Realizing that if she accepted $150 per week she would not be making as much money as she would if she worked on an hourly rate; she had to come up with
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and spoke with my co-worker, Michael, who took all of his information and enrolled him. I received a phone call from my student the next asking why I had told her one thing and Michael had told her husband another. With Michael being new to the job, I thought he made a simple mistake, so I called and left him a voicemail suggesting that we talk about the students to make sure that we were on the same page in what we were telling our students. I then wrote my supervisor an email telling him what
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