Essentials of

Organizational Behavior, 18/e

Stephen P. Robbins & Timothy A. Judge

Chapter 5

Motivation: From Concepts

to Application
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Page 284
Motivating by Changing the Work
Environment (JOB DESIGN)
The Job Characteristics Model - jobs are
described in terms of five core dimensions:
 Skill variety
 Task identity
 Task significance
 Autonomy
 Feedback

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 1 2

Which one is Missing?

3 4

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 The Job Characteristics
Model

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 How Can Jobs be Redesigned?
1. Job Rotation
The periodic shifting of an employee from one task to another
(Cross-training)

2. Job Enlargement
Increasing the number and variety of tasks

3. Job Enrichment
Adding high-level responsibilities (worker controls the planning,
execution and evaluation of the work)
4. Relational Job Design
Contact with beneficiaries (Scholarship Holders)
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 1

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 Alternate Work
Arrangements
• Flextime
 Flexible Work Hours (Some
discretion over when worker starts
and leaves).
• Job Sharing
 Two or more individuals split a
traditional job (40 Hours/week)
• Telecommuting
 Work remotely at least two days per
week
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 Employee
Involvement
A participative process that
uses the input of employees
to increase their commitment
to the organization’s success

Two types:
Participative Management
Representative Participation
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 Participative Management

• Subordinates share a significant degree

of decision-making power with superiors
• Required conditions:
 Issues must be relevant
 Employees must be competent and knowledgeable
 All parties must act in good faith

• Only a modest influence on productivity,

motivation, and job satisfaction
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 Representative Participation

• Workers are represented by a small

group of employees who participate in
decisions affecting personnel
 Works Councils
 Board membership

• Desires to redistribute power within an

organization

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