Job Design and Stress Management: Perilaku Organisasi

Job Design and
Stress Management
Perilaku Organisasi
2005 Prentice Hall Inc. All rights reserved.
Objective of HR Strategy
To manage labor and design jobs so people
are effectively and efficiently utilized
Use people efficiently
within constraints
Provide reasonable
quality of work life
1995 Corel Corp.
Stress
A dynamic condition in which an individual is
confronted with an opportunity, constraint, or
demand related to what he or she desires and for
which the outcome is perceived to be both uncertain
and important.
Work Stress and Its Management
Work Stress and Its Management
Constraints
Forces that prevent individuals
from doing what they desire.
Demands
The loss of something
desired.
Potential Sources of Stress
Environmental Factors
Economic uncertainties of the business cycle
Political uncertainties of political systems
Technological uncertainties of technical innovations
Terrorism in threats to physical safety and security
Potential Sources of Stress
Organizational Factors
Task demands related to the job
Role demands of functioning in an organization
Interpersonal demands created by other employees
Organizational structure (rules and regulations)
Organizational leadership (managerial style)
Organizations life stage (growth, stability, or decline)
Potential Sources of Stress (contd)
Individual Factors
Family and personal relationships
Economic problems from exceeding earning capacity
Personality problems arising for basic disposition
Individual Differences
Perceptual variations of how reality will affect the
individuals future.
Greater job experience moderates stress effects.
Social support buffers job stress.
Internal locus of control lowers perceived job stress.
Strong feelings of self-efficacy reduce reactions to job
stress.
Consequences of Stress
High Levels
of Stress
Physiological
Symptoms
Behavioral
Symptoms
Psychological
Symptoms
A Model of Stress
Inverted-U Relationship between Stress and Job
Performance
Managing Stress
Individual Approaches
Implementing time management
Increasing physical exercise
Relaxation training
Expanding social support network
Managing Stress
Organizational Approaches
Improved personnel selection and job placement
Training
Use of realistic goal setting
Redesigning of jobs
Increased employee involvement
Improved organizational communication
Offering employee sabbaticals
Establishment of corporate wellness programs

Job Design
The process of linking specific tasks to specific jobs and
deciding what techniques, equipment, and procedures
should be used to perform those tasks.
Job specialization
Job expansion
Psychological components
Self-directed teams
Motivation and incentive systems
Ergonomics and work methods
Job Specialization
Involves
Breaking jobs into small component parts
Assigning specialists to do each part
Greater dexterity & faster learning
Less lost time changing jobs or tools
Use more specialized tools
Pay only for needed skills
Job Expansion
Process of adding more variety to jobs
Intended to reduce boredom associated with
labor specialization
Methods
Job enlargement
Job enrichment
Job rotation
Employee empowerment
Job Expansion
Job enlargement,
Increasing the number of tasks a worker performs but keeping all
of the tasks at the same level of difficulty and responsibility; also
called horizontal job loading.
Job enrichment,
Increasing a workers responsibility and control over his or her work;
also called vertical jab loading.

Ways of enriching jobs:
Allow workers to plan their own work schedules
Allow workers to decide how the work should be performed
Allow workers to check their own work
Allow workers to learn new skills
Job Expansion
Job Expansion
Geriatrics
Pediatrics
Maternity
Job Rotation
Job Expansion
Control
Decision-Making
Planning
Employee empowerment
Psychological Component
Individuals have values, attitudes, and emotions that
affect job results
Example: Work is a social experience that affects belonging
needs
Effective worker behavior comes mostly from within
the individual
Scientific management argued for external financial rewards
First examined in Hawthorne studies
Hawthorne studies (psychological component)
Conducted in late 1920s
Western Electric Hawthorne plant
Showed importance of the individual in the
workplace
Showed the presence of a social system in the
workplace
Conclusions;
Increased productivity was due to workers receiving attention,
and social pressure caused workers to produce at group-norm
level.
Self-Directed Teams
Group of empowered individuals working
together for a common goal
May be organized for short-term or
long-term objectives
Reasons for effectiveness
Provide employee empowerment
Provide core job characteristics
Meet psychological needs (e.g., belonging)
Job Design Continuum
Increasing reliance
on employees
contribution and
increasing
acceptance of
responsibility by
employee
Specialization
Enlargement
Enrichment
Empowerment
Self-directed
Teams
Motivation and Money
Taylors scientific management (1911)
Workers are motivated mainly by money
Suggested piece-rate system
Maslows theory (1943)
People are motivated by hierarchy of needs,
which includes money
Herzberg (1959)
Money either dissatisfies or is neutral in its
effect
Monetary Incentives
Bonuses: Cash & stock options
Profit sharing: Distribution of profits
Gain sharing: Reward for company
performance (e.g., cost reduction)
Incentive systems
Measured daywork: Pay based on standard
time
Piece rate: Pay based on pieces done
Ergonomics
Study of work
Also called human factors
Involves human-machine interface
Examples
Mouse
Keyboard

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