【正文】 2023 Pearson Canada Inc. Chapter 6/ Slide 89 Job and Work Sharing ? Job sharing is an alternative work schedule in which two parttime employees divide the work of a fulltime job. ? Work sharing involves reducing the number of hours employees work to avoid layoffs when there is a reduction in normal business activity. Copyright 169。 2023 Pearson Canada Inc. Chapter 6/ Slide 87 Compressed Workweek ? An alternative work schedule in which employees work fewer than the normal five days a week but still put in a normal number of hours per week. ? The most mon pressed workweek is the 440 system. ? Potential roadblocks to implementation: – Possible reduced customer service – Negative effects of fatigue Copyright 169。 2023 Pearson Canada Inc. Chapter 6/ Slide 85 FlexTime ? An alternative work schedule in which arrival and quitting times are flexible. ? Flextime is well suited to meeting the needs of a diverse workforce and is most frequently implemented in office environments. Copyright 169。 2023 Pearson Canada Inc. Chapter 6/ Slide 83 Alternative Working Schedules as Motivators for a Diverse Workforce ? Many anizations have modified traditional working schedules. ? The purpose is to meet diverse workforce needs and promote job satisfaction. ? Alternative working schedules can also facilitate recruitment and reduce costly absenteeism and turnover. Copyright 169。 2023 Pearson Canada Inc. Chapter 6/ Slide 81 Management by Objectives Process (continued) ? The MBO process involves manageremployee interactions: – The manager meets with individual workers to develop and agree on employee objectives which can include job performance and personal development objectives. – There are periodic meetings to monitor employee progress in achieving objectives. – An appraisal meeting is held to evaluate the extent to which the agreed objectives have been achieved. – The MBO cycle is repeated. Copyright 169。 2023 Pearson Canada Inc. Chapter 6/ Slide 79 Management by Objectives ? An elaborate, systematic, ongoing program designed to facilitate goal establishment, goal acplishment, and employee development. Copyright 169。 2023 Pearson Canada Inc. Chapter 6/ Slide 77 Work Context Characteristics ? Refers to the context within which work is performed and consists of: – Ergonomics – Physical demands – Work conditions – Equipment use Copyright 169。 2023 Pearson Canada Inc. Chapter 6/ Slide 75 Motivational Characteristics ? Includes task characteristics which are similar to the core job characteristics of the Job Characteristics Model. ? Knowledge characteristics refer to the kinds of knowledge, skill, and ability demands required to perform a job. ? Note distinction between task variety and skill variety. Copyright 169。 2023 Pearson Canada Inc. Chapter 6/ Slide 73 Work Design ? Acknowledges both the job and the broader work environment that consists of a wider variety of work design characteristics. Copyright 169。 2023 Pearson Canada Inc. Chapter 6/ Slide 71 Union Resistance ? North American unions have traditionally not been enthusiastic about job enrichment. ? Companies and unions have begun to dismantle restrictive contract provisions regarding job design. ? Fewer job classifications mean more opportunities for flexibility by bining tasks and using team approaches. Copyright 169。 2023 Pearson Canada Inc. Chapter 6/ Slide 69 Lack of Desire or Skill ? Some workers do not desire enriched jobs. ? Some workers might lack the skills and petence necessary to perform enriched jobs effectively. ? Enrichment might entail substantial training costs. ? It might be difficult to train some workers in certain skills required by enriched jobs. Copyright 169。 2023 Pearson Canada Inc. Chapter 6/ Slide 67 Poor Diagnosis ? Problems with job enrichment can occur when it is instituted without a careful diagnosis of the needs of the anization and the particular jobs in question. ? An especially likely error involves increasing job breadth or what is known as job enlargement. Copyright 169。 2023 Pearson Canada Inc. Chapter 6/ Slide 65 Making Feedback More Direct ? Permit workers to be identified with their “own” product or service so that if a customer encounters problems, he or she can contact the worker directly. ? Is usually used in conjunction with other job design procedures that permit workers to be identified with their “own” product or service. Copyright 169。 2023 Pearson Canada Inc. Chapter 6/ Slide 63 Reducing Supervision or Reliance on Others ? This increases the autonomy or control one has over their own work. Copyright 169。 2023 Pearson Canada Inc. Chapter 6/ Slide 61 Establishing External Client Relationships ? This involves putting employees in touch with people outside the anization who depend on their products or services. ? Might involve the use of new interpersonal skills, increase the identity and significance of the job, and increase feedback about one’s performance. Copyright 169。 2023 Pearson Canada Inc. Chapter 6/ Slide 59 Job Enrichment Procedures ? Many job enrichment schemes include the following: – Combining tasks – Establishing external client relationships – Establishing internal client relationships – Reducing supervision or reliance on others – Forming work teams – Making feedback more direct Copyright 169。 2023 Pearson Canada Inc. Chapter 6/ Slide 57 Job Enrichment ? The design of jobs to enhance intrinsic motivation, quality of working life, and job involvement. ? Job enrichment involves increasing the motivating potential of jobs via the arrangement of their core job characteristics. Copyright 169。 2023 Pearson Canada Inc. Chapter 6/ Slide 55 Moderators (c