| Author : | Huber, V. L.; Lee, T. S. |
|---|---|
| Category : | Journal Article |
| Department : | Supply Chain and Information Management |
| Year / Month : | 1988 |
| Source : | The Organizatinal Behaviour Teaching Review, Vol. XII, Issue 3, pp.80-90. |
Abstract
- Job design, the formal and informal specification of an employee's task-related activities (Griffin, 1982), continues to be a topic of importance in organizational behavior, human resources and operations management courses. While books are replete with discussions of job design models, (i.e. work simplification, task attributes, job characteristics and social information processing), exercises which demonstrate job design principles are less prevalent. This article describes an exercise that the authors have found useful in "bringing job design theories to life". The exercise can be used in a variety of classes. It is particularly appropriate in introductory organizational behavior, human resource and operations management courses. In the former two courses, the job specialization approach is usually given minimal attention relative to more recent approaches to job design (c.f. Cascop. 1986; Griffin & Moorhead, 1986; Organ & Hamner, 1982; Schuler & Youngblood, 1986). Conversely, judging from the contents of operations management texts (c.f. Adam & Ebert, 1986; Chase & Aquilano, 1985; Stevenson, 1986 for examples), operations management tends to focus on engineering approaches (job specifications, time and motion) and neglect
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