Perilaku Organisasi

Job Design and

Stress Management
 Objective of HR Strategy

To manage labor and design jobs so people

are effectively and efficiently utilized

Use people efficiently Provide reasonable

within constraints quality of work life

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 Work Stress and Its Management

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.

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 Work Stress and Its Management

Constraints
Forces that prevent individuals
from doing what they desire.

Demands
The loss of something
desired.

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 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

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 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)
– Organization’s life stage (growth, stability, or decline)

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 Potential Sources of Stress (cont’d)

 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
individual’s 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.
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 Consequences of Stress

High
High Levels
Levels
of
of Stress
Stress

Physiological
Physiological Psychological
Psychological Behavioral
Behavioral
Symptoms
Symptoms Symptoms
Symptoms Symptoms
Symptoms

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 A Model of Stress

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 Inverted-U Relationship between Stress and Job
Performance

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 Managing Stress

 Individual Approaches
– Implementing time management
– Increasing physical exercise
– Relaxation training
– Expanding social support network

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 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

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 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

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 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

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 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

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 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 worker’s 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

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 Job Expansion

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 Job Expansion

Job Rotation

Pediatrics
Maternity

Geriatrics
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 Job Expansion

Employee empowerment

Decision-Making
Control

Planning

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 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’

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 Hawthorne studies

• Conducted in late 1920’s

• 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.

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 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)

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 Job Design Continuum

Self-directed
Teams

Empowerment Increasing reliance

on employees’
contribution and
increasing
Enrichment
acceptance of
responsibility by
employee
Enlargement

Specialization

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 Motivation and Money

 Taylor’s scientific management (1911)

– Workers are motivated mainly by money
– Suggested piece-rate system
 Maslow’s theory (1943)
– People are motivated by hierarchy of needs,
which includes money
 Herzberg (1959)
– Money either dissatisfies or is neutral in its
effect

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 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

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 Ergonomics

 Study of work
 Also called ‘human factors’
 Involves human-machine interface
 Examples
– Mouse
– Keyboard

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