CH-14 Jobs and the Design of Work – ORGB Organizational Behavior : Book Guide

Chapter 14 Jobs and the Design of Work In This Chapter, You’ll Find: Chapter Overview Learning Outcomes Key Terms PowerPoint Guide Review Questions and Answers Discussion and Communication Questions and Suggested Answers Ethical Dilemma Self-Assessments—What about You? Issues in Diversity Experiential Exercises Additional Examples Case Study and Suggested Responses: Alternative Work Arrangements—What does the Future Hold? Video: Profile on Camp Bow Wow Student Handouts: Ethical Dilemma What About You?: Diagnosing Your Job What About You?: Is Your Work Environment a Healthy One? Issues in Diversity: Making a Way for the Disabled Worker Experiential Exercise: Chaos and the Manager’s Job Experiential Exercise: Chaos and the Manager’s Job Experiential Exercise: A Job Redesign Effort Experiential Exercise: They Want Me to Go to Singapore to Be a Manager! Case Study: Alternative Work Arrangements—What Does the Future Hold? Chapter Overview Work design is important because of the impact design has on productivity. The Job Characteristics Model includes skill variety, task significance, task identity, autonomy, and feedback as major considerations for job design. In contrast, the social information-processing model considers information from others in the organization about the job just as important. This chapter examines the meaning of work, four traditional approaches to job design, four alternative approaches to job design, and emerging issues in job design. Learning Outcomes After reading this chapter, students should be able to do the following: 1. Differentiate between job and work. Answer: A job can be defined as a set of specified work and task activities that engage an individual in an organization. Work, which can be defined as mental or physical activity that has productive results, is organized into jobs. A job is composed of a set of specific tasks, each of which is an assigned piece of work to be done in a specific time period. Work is an especially important human endeavor because through work, people become securely attached to reality and securely connected in human relationships. 2. Discuss the traditional approaches to job design. Answer: Good job design helps avoid performance problems, improves productivity, and enhances employee well-being. Approaches to job design that were developed during the twentieth century are job enlargement/job rotation, job enrichment, and the job characteristics theory. Each approach offers unique benefits to the organization, the employee, or both, but each also has limitations and drawbacks. 3. Identify and describe alternative approaches to job design. Answer: Because each of the traditional job design approaches has limitations, several alternative approaches have emerged over the past couple of decades. Four alternatives are in the process of being tried and tested. First, the chapter examines the social information-processing model. Second, it reviews ergonomics and the interdisciplinary framework of Michael Campion and Paul Thayer. Third, it examines the international perspectives of the Japanese, Germans, and Scandinavians. Finally, it focuses on the health and well-being aspects of work design. Healthy work enables individuals to adapt, function well, and balance work with private life activities. 4. Identify and describe contemporary issues facing organizations in the design of work. Answer: A number of contemporary issues related to specific aspects of the design of work have an effect on increasing numbers of employees. Rather than addressing job design or worker well-being in a comprehensive way, these issues—telecommuting, alternative work patterns, technostress, and skill development—address one or another aspect of a job. One study found that employees stay motivated when their work is relationally designed to provide opportunities for respectful contact with those critical to their work. Companies use job sharing, flex time, and other approaches to the design of work as ways to manage a growing business while contributing to a better balance of work and family life for employees. Key Terms Job (p. 223) Work (p. 223) Meaning of work (p. 223) Work simplification (p. 225) Job enlargement (p. 225) Job rotation (p. 226) Cross-training (p. 226) Job enrichment (p. 226) Job characteristics model (p. 228) Job diagnostic survey (JDS) (p. 228) Engagement (p. 229) Social information-processing (SIP) model (p. 230) Ergonomics (p. 230) Lean production (p. 232) Sociotechnical systems (STS) (p. 232) Technocentric (p. 232) Anthropocentric (p. 232) Job sharing (p. 235) Flex time (p. 235) Virtual office (p. 236) Technostress (p. 236) PowerPoint Guide Introduction Slide 2—Learning Outcomes LO1 Differentiate between job and work. Slide 3—LO - 14.1 Slide 4—Job versus Work LO2 Discuss the traditional approaches to job design. Slide 5—LO - 14.2 Slide 6—Scientific Management Slide 7—Job Enlargement Slide 8—Job Enrichment Slide 9—Job Characteristics Theory Slide 10—Figure 14.1: Job Characteristics Model LO3 Identify and describe alternative approaches to job design. Slide 11—LO - 14.3 Slide 12—Social Information-Processing (SIP) Model Slide 13—Table 14.2: Summary of Outcomes from Various Job Design Approaches Slide 14—International Perspectives on the Design of Work: The Japanese Approach Slide 15—Beyond the Book: Lean Production to the Rescue Slide 16—International Perspectives on the Design of Work: The German Approach Slide 17—International Perspectives on the Design of Work: The Scandinavian Approach Slide 18—Table 14.3: Adjusting Work Design Parameters LO4 Identify and describe contemporary issues facing organizations in the design of work. Slide 19—LO - 14.4 Slide 20—Emerging Issues in the Design of Work Slide 21—Contemporary Issues in the Design of Work Slide 22—Beyond the Book: The Work Design Questionnaire Slide 23—Camp Bow Wow Key Terms Slides 24—Key Terms Summary Slides 25–26—Summary Review Questions and Answers 1. Define a job based on its organizational context. Answer: A job is a set of specified work and task activities that engage an individual in an organization. A job is defined as a specific set of duties and responsibilities assigned to an individual within an organizational context, aimed at achieving the organization's goals and contributing to its overall mission. It encompasses the tasks, skills required, and the role's impact within the organizational structure. 2. Describe six patterns of working that have been studied in different countries. Answer: The six patterns of working that have been studied are as follows: • Pattern A people define work as an activity in which value comes from performance and for which a person is accountable. It is generally self-directed and devoid of negative affect. • Pattern B people define work as an activity that provides a positive personal affect and identity. It contributes to society and is not unpleasant. • Pattern C people view work as an activity from which profit accrues to others by its performance. Work is strenuous and somewhat compulsive. • Pattern D people define work as primarily a physical activity that is directed by others and usually devoid of positive affect and is unpleasantly connected to performance. • Pattern E people see work as a physically and mentally strenuous activity. • Pattern F people define work as an activity constrained to specific time periods that does not bring positive affect through its performance. Work is defined most positively and with the most balanced personal and collective reasons for participating in the Netherlands. In contrast, work is least positive in Germany and Japan. 3. Describe the four traditional approaches to the design of work in America. Answer: Work simplification is the standardization and the narrow, explicit specification of task activities for workers. Job enlargement and job rotation involve increasing the number of tasks in a job and the systematic shifting of workers from one task to another over time, respectively. Job enrichment designs jobs by incorporating motivational factors into them and increases the amount of responsibility in a job through vertical loading. The Job Characteristics Model focuses on five core job characteristics and three critical psychological states. 4. Identify and define the five core job dimensions and the three critical psychological states in the Job Characteristics Model. Answer: The five core job dimensions include skill variety, task identity, task significance, autonomy, and feedback. • Skill variety is the degree to which a job requires multiple skills and talents. • Task identity is the completion of an identifiable piece of work. • Task significance is the degree to which a job has a substantial impact. • Autonomy refers to freedom and independence. • Feedback involves clear and direct information on job performance. The critical psychological states are experienced meaningfulness of work (the degree to which the job is valuable and worthwhile), experienced responsibility for work outcomes (personal accountability), and knowledge of results (an understanding of how well one is performing the job). 5. What are the basic premises of the social information-processing (SIP) model of job design? Answer: The SIP model has four basic premises. First, other people provide cues that help workers decipher the work environment. Second, other people help workers judge what is important in a job. Third, other people tell workers how they see those workers’ jobs. Fourth, both positive and negative feedback from others helps workers understand their feelings about their jobs. 6. List the positive and negative outcomes of the four job design approaches considered by the interdisciplinary framework. Answer: The outcomes of the mechanistic approach include decreased training time and less likelihood of errors, as well as lower job satisfaction and lower motivation. The motivational approach results in higher job satisfaction and higher motivation, but also involves increased training time and a greater chance of errors. The biological approach results in less physical effort and fatigue and higher job satisfaction, but requires higher financial costs because of the necessity to change equipment in order to achieve those reductions. The outcomes of the perceptual/motor approach include the reduced likelihood of accidents and errors and decreased training time, as well as lower job satisfaction and motivation. 7. How do the Japanese, German, and Scandinavian approaches to work differ from one another and from the American approach? Answer: The Japanese approach to work is collectivist in nature, while the U.S. approach is highly individualized. The Japanese work system emphasizes strategic and cooperative working arrangements. Americans emphasize personal identity and the social benefits of work. The German approach values a highly educated workforce and emphasizes a highly efficient hierarchical work environment. The social democratic tradition in Scandinavia lays stress on social concern over industrial efficiency, and there are numerous laws supporting the rights and health conditions of workers. 8. Describe the key job design parameters considered when examining the effects of work design on health and well-being. Answer: Key job design parameters include—worker control through giving workers the opportunity to control aspects of work and the workplace, machine and task design, and performance-monitoring feedback systems; uncertainty reduction by providing timely and complete information, clear and unambiguous work assignments, improved communication, and employee access to information sources; conflict management through participative decision making, supportive supervisory styles, and sufficient resources; and task/job design improvement by enhancing core job characteristics. 9. What are the emerging issues in jobs and the design of work? Answer: The emerging issues in jobs and the design of work include telecommuting, alternative work patterns, technology at work, and skill development. Discussion and Communication Questions and Suggested Answers 1. Can there ever be one best way to design a particular job? Answer: Students’ answers will vary. In the context of the existing technology at any one point in time, there may be one best way to design a job. However, rapidly changing technology and the challenges of global competition make it essential that workers and managers constantly seek to improve on whatever job design that may currently be in place. • No, there is no one-size-fits-all approach to job design. The best design depends on organizational goals, individual preferences, and the specific context in which the job is performed. 2. What should managers learn from the traditional approaches to the design of work used in the United States? Answer: Students’ answers will vary. Managers should understand the ways in which traditional approaches to job design can improve productivity and enhance employee well-being. Scientific management helps people understand how to make their jobs more efficient. Job enlargement and job rotation aid in understanding the importance of eliminating boredom in jobs. Job enrichment provides knowledge about how to make jobs more motivating. The job characteristics theory points out features that workers want in jobs and links those features to important psychological states those workers experience. • Managers should learn that while traditional approaches emphasize efficiency and specialization, modern job design also requires flexibility, employee engagement, and consideration of work-life balance to enhance productivity and satisfaction. 3. Is it possible for American companies to apply approaches to the design of work that were developed in other countries? Answer: Students’ answers will vary. It will be particularly important for American companies to consider and apply some of these approaches as: • They continue to increase their interactions with companies in other countries • The diversity of the U.S. workforce assimilates more and more individuals from other countries and cultures • Yes, American companies can adapt international job design approaches, such as job enrichment or flexible work arrangements, but they must tailor these strategies to fit local organizational cultures and employee needs. 4. What is the most important contemporary issue in the design of work? Answer: Telecommuting has eliminated the need for many people to travel to work. Alternative work patterns have made it easier for employees to manage work/home conflicts. Technostress is a phenomenon related to modern technologies, and it should be minimized in any job redesign effort. Skill development will be at a premium as employers try to minimize the gap between the skills demanded by new technologies and the capabilities of the workers. • The most important contemporary issue is work-life balance, which involves designing jobs that accommodate employees' personal lives while maintaining productivity and job satisfaction. 5. Read about new approaches to jobs, such as job sharing. Prepare a memo comparing what you have learned from your reading with one or more approaches to job design discussed in the chapter. What changes in the approaches to jobs and job design do you notice from this comparison? Answer: Students’ answers will vary. This assignment can generate excellent class discussion as students share what they have learned about the new approaches to jobs. Students may also have personal experiences with some of these new approaches that can add depth to the discussion. Additional discussion can focus on the advantages and disadvantages of these new approaches to job design for organizations and employees. • New approaches like job sharing focus on flexibility and work-life balance, contrasting with traditional designs that emphasize efficiency and specialization. Changes include increased employee autonomy and collaboration, aiming to enhance job satisfaction and adapt to diverse needs. 6. Interview an employee in your organization or another organization and develop an oral presentation about how his or her job could be enriched. Make sure you ask questions about all aspects of the employee’s work (e.g., what specific tasks are done and with whom the employee interacts on the job). Answer: Students’ answers will vary. As students present how jobs could be enriched, challenge them to be specific about the actual job they are discussing and to explain how the enrichment recommendations they make will potentially improve outcomes for the employee and for the organization. • Advantages: Improved work-life balance, increased employee satisfaction, and potentially higher productivity. Disadvantages: Potential scheduling conflicts and difficulties in team coordination. Conditions for success: Clear guidelines, effective communication, and roles that can adapt to flexible hours. Personally, flex time could enhance work-life balance and productivity. 7. Based on the materials in the chapter, prepare a memo detailing the advantages and disadvantages of flex time job arrangements. In the second part of the memo, identify the specific conditions and characteristics required for a successful flex time program. Would you like to work under a flex time arrangement? Answer: Students’ answers will vary. Students should consider the advantages and disadvantages of flex time job arrangements from both the employee’s and the organization’s perspective. Encourage students who have worked under a flex time arrangement to share their experiences with the class. Memo: Flex time Job Arrangements Advantages: • Increased Employee Satisfaction: Allows for better work-life balance and personal time management. • Enhanced Productivity: Employees can work during their most productive hours. • Attraction and Retention: Helps attract top talent and reduces turnover. Disadvantages: • Coordination Challenges: Difficulties in scheduling meetings and managing team availability. • Potential for Reduced Supervision: Employees may face less direct oversight, impacting performance consistency. Conditions for Success: • Clear Guidelines: Establishing specific core hours and clear expectations. • Effective Communication: Ensuring all team members are aware of and can adapt to flexible schedules. • Role Suitability: Jobs must be compatible with flexible hours without affecting overall productivity. Personal Preference: • Yes, I would like to work under a flex time arrangement for better work-life balance and increased job satisfaction. Ethical Dilemma The purpose of the Ethical Dilemmas is to encourage students to develop their awareness of ethical issues in the workplace and the managerial challenges they present. The dilemmas are set up to present situations in which there is no clear ethical choice. The goal for the instructor is to guide students through the process of analyzing the situation and examining possible alternative solutions. There are no “right” answers to the questions at the end of each scenario, only opportunities to explore alternatives and generate discussions on the appropriateness of each alternative. The student portion of the activity is on a handout at the end of this chapter guide. Carson’s options are to leave Jen’s job the way it is or to redesign the job by splitting the region and adding a second person. 1. Using consequential, rule-based, and character theories, evaluate Carson’s options. Answer: Consequential Theory If Carson leaves Jen’s job as it is, the current levels of efficiency and timely service will continue, at least until Jen’s burnout begins to take a serious toll on her ability to function in the job, at which point Carson will have to bring in a new person for the job. If he redesigns the job, efficiency and timely service may suffer somewhat initially as people get used to new processes but may return to its current levels before too much time passes. Jen will also get some much-needed relief from the stress of her job the way it is. Rule-Based Theory Carson’s primary responsibility is to provide the timeliest service possible to the firm’s clients. He may also feel some self-imposed obligation to ensure that Jen doesn’t suffer from the demands of her job. Character Theory Carson seems to care about Jen and wants to help her. He can do this by redesigning the job. 2. What should Carson do? Why? Answer: Carson should redesign the job, despite the potential for temporary reductions in efficiency and timeliness. Those two factors will likely return to their current levels once the disruption of the transition settles down and people get used to the new processes. Redesigning the job helps prevent Jen (or whoever is in the job) from suffering a burnout and helps the company by reducing turnover in that position. Turnover affects efficiency and timeliness because a new person has to be brought in every time to replace a burnt out employee. Carson can still fulfill his obligation to provide the timeliest service possible even though it may suffer slightly during the transition. Finally, redesigning the job seems to fit Carson’s value system and his concern for Jen. Self-Assessments—What about You? 14.1 Diagnosing Your Job This exercise challenges students to examine the motivating potential of their jobs. Students who are not currently working should complete the questionnaire by examining the motivating potential of any jobs they have ever had. Students whose jobs score low in motivating potential should consider specific changes in the design of the job that they believe would improve the motivating potential. An interesting way to approach the discussion of this exercise might be to use the job with the lowest motivating potential as the focus of the discussion, starting with small groups and moving to the entire class, developing specific suggestions for redesigning the job. The student portion of the activity is on a handout at the end of this chapter guide. 14.2 Is Your Work Environment a Healthy One? Task uncertainty has been shown to have an adverse effect on morale; however, morale may be better predicted by considering both the overall design of the work unit and task uncertainty together. Various work parameters can be offset by others; for example, higher pay may offset an employee’s frustration with a difficult coworker. This exercise gives students an opportunity to evaluate how psychologically healthful their work environments are. Having students share examples of how their work environments have impacted them creates the framework for discussing the impact healthful and unhealthful work environments have on the people who work in those environments. The student portion of the activity is on a handout at the end of this chapter and on a review card in the student edition of ORGB. Issues in Diversity Making a Way for the Disabled Worker When twenty-seven-year-old Natasha Frechette learned that she had multiple sclerosis, she wondered whether she would not only need someone to take care of her but whether she would be able to keep her data manager job at the small research firm where she worked. After all, the disease with which Frechette was diagnosed could lead to numbness, blindness, and eventual paralysis. Not to mention she would need to take time off for physical and occupational therapy. In a related story, Joel Boswell could no longer work as a mechanic at United Airlines after he was treated for a brain tumor. The U.S. Equal Employment Opportunity Commission (EEOC) alleged in its class-action lawsuit against the airline that rather than hiring Boswell for other jobs for which he was qualified, United placed him on involuntary leave until he retired. According to the EEOC attorney, “They [disabled workers] shouldn’t have to compete with everybody else. If they can do these jobs, they should try to work out an accommodation with the disabled worker.” The student portion of the activity is on a handout at the end of this chapter. Frechette and Boswell are not alone. Millions of U.S. workers grapple with similar issues. In fact, over 7.4 million workers received Social Security Administration (SSA) disability benefits in 2008. Many of these workers suffer from serious or chronic illnesses that interfere with their ability to perform the work that brings so much meaning to their lives. Yet, many disabled employees do not let their employers know for fear of being perceived as cop-outs or of being discriminated against. Failure to disclose one’s illness, regardless of the reason, is risky. First, employers could mistake disability-related behaviors as dysfunctional behavior. For example, career coach Rosalind Joffe speaks of a client who, by not disclosing his illness to his employer, was accused of being a drug abuser. Most importantly, employers won’t know if and in what ways to adjust the disabled employee’s work if they don’t know that an adjustment is required. 1. As a manager, how would you balance a disabled employee’s needs for a work adjustment to your need to design jobs that meet organizational performance goals? Answer: The obvious answer is that not every employee must have the same performance goals. The company can still meet its organizational performance goals without requiring every employee to have the same individual goals. Disabled employees’ goals may differ from other disabled employees or from those without disabilities, without losing the ability to meet organizational performance goals. 2. Do you believe United Airlines was justified in placing Boswell on involuntary leave? Explain. Answer: Although Boswell could no longer work as a mechanic, according to the scenario, it seems likely that United Airlines could easily have reassigned him to a job that he could perform well despite the brain tumor treatment. If that is the case, then United Airlines was not justified in placing him on involuntary leave. The fact that the EEOC filed a class-action lawsuit against the airline also suggests that the involuntary action against Boswell was unjustified. Experiential Exercises 14.1 Chaos and The Manager’s Job In recent years, there has been a flurry of books and articles about organizations and the way they are changing. The questionnaire in this exercise is an entree into the new world of what managers and leaders are actually doing these days in organizations. It is titled “A Manager’s Job.” It has been administered to nearly 500 MBA students and young managers, about equally divided between men and women and, for the most part, between the ages of 23 and 33. About 20 percent of the respondents have been from countries other than the United States. To experienced managers, the items on this questionnaire are familiar territory. Students will have to think about it a little differently than beginning managers do, but regardless of level of experience, the point can still be made. The student portion of the activity is on a handout at the end of this chapter guide. The point is a simple one—we aren’t prepared for the sort of world this questionnaire portrays. The “culture” doesn’t prepare us; our management textbooks and classrooms don’t prepare us. Experienced managers, however, consistently report that this questionnaire mirrors their work environment very well. How do respondents do on the questionnaire? One who would enjoy it very much would end up with a 4.0 average. One who finds each item “very unpleasant for me” ends up with a zero. The range is narrow, and no particular subpopulation of age, sex, experience, or nationality seems to do better or worse than any other subpopulation. The average score is between 1.5 and 1.6—a D+/C- sort of grade. The range is between about 1.0 and 2.2. Most young people are unprepared for life in such organizational worlds. They think management and leadership are something different. What do they think these are? What myths of the managerial job do they hold? Some myths of management that may be operating include: 1. The myth of one person called “the manager.” 2. The myth that what the leader leads and the manager manages is a single, relatively autonomous organization. 3. The myth of control through hierarchical chain of command. 4. The myth that organizational culture is not important to organizational success. 5. The myth that some product or service is the primary output of an organization. 6. The myth that analysis and study are the most important means of understanding organizations. SOURCE: D. Marcic, “Option B. Quality and the New Management Paradigm,” Organizational Behavior: Experiences and Cases, 4th ed. (Minneapolis/St. Paul: West Publishing, 1995): 296–297. 14.2 A Job Redesign Effort An obvious model to use for job redesign is the core Job Characteristics Model. Students have a tendency to consider only one or two of the characteristics. Point out that this often leads to a more disgruntled employee than if nothing had been attempted. The student portion of the activity is on a handout at the end of this chapter guide. 14.3 They Want Me to Go to Singapore to Be a Manager! Many students may be globally conscious, yet they do not want to be assigned to work internationally. This exercise aids students with a dilemma that they might encounter. Students are able to share their concerns and anxieties while trying to remedy Joe’s problems. See the handout at the end of this chapter guide. In addition to the previous questions, you may wish to have students spontaneously respond to the question about how to solve his problem with his mother, his family, and his guilt at being viewed as lacking motivation. He is living out other people’s expectations and has action anxiety. This is a good role play exercise. Joe can interact with his supervisor, the Human Resource department, and his mother. * SOURCE: Adapted from Connie Bowman, Defense Logistics Agency Additional Examples Dual Value Proposition at TCS TCS is a software services and consulting company based in India that has offices in 42 countries globally and customers throughout the world. TCS implemented an overseas program of job rotation for employees native to India, believing that sending skilled Indian employees abroad is essential to employee development. The program allows TCS to provide better service by drawing on the strength of its entire workforce rather than only employee talent found in the office located closest to the customer. TCS overseas assignments usually span 18 to 24 months, with employees learning both from their work with the customer and from fellow TCS employees who are based permanently at that location. Growth Need Strength, Work Context, and Creative Performances This research used an interactionist perspective and focused on “growth need strength” as an important individual factor for employees’ creative performance. The study was based on a U.S. national survey that used probability sampling and random digital dialing to create the sample. Eligible participants were over eighteen years of age and worked at least thirty hours per week. Completed interview data were collected from 1,465 participants, which was a response rate of 61.4 percent of the qualified subjects. The sample included jobs across which there was a wide range of job complexity. Therefore, some jobs were low in complexity and other jobs very high in complexity. Self-reported creative performance was the outcome variable in this research. The researchers measured three additional variables—growth need strength, job complexity, and supportiveness of the work context. The study controlled the effects of individual factors previously linked to creativity, which are creative personality, intrinsic motivation, and cognitive style. The results found that growth need strength has both a positive main effect on creativity and an interactive effect with work context. In addition, job complexity moderated this relationship. The findings highlight that a supportive work context plays a critical role for creativity, and organizational support contributes positively to the performance of both in-role and extra-role activities. The researchers conclude that understanding the nature of a job and individual differences is important in matching these with the work being performed and the work context. SOURCE: C. E. Shalley, L. L. Gilson, and T. C. Blum, “Interactive Effects of Growth Need Strength, Work Context, and Job Complexity on Self-Reported Creative Performance,” Academy of Management Journal 52 (2009): 489–505. Where is Everybody? ROWEing J.A. Counter & Associates is a $2.5 million insurance and investment firm in Richmond, Wisconsin. After struggling with several efforts to improve the financial performance of the firm, Linda Skoglund found that those efforts negatively impacted morale. In response, she implemented a results-only work environment (ROWE) where employees do not have to tell anyone where they are going or why. Furthermore, no one is allowed to criticize employees who do say where they’re going. As a result of implementing ROWE, both morale and productivity increased. The program applies to every employee in the firm. The keys are to set measurable goals, eradicate toxic language, and have managers set positive examples. Case Study and Suggested Responses Alternative Work Arrangements—What does the Future Hold? Linkage of Case to Chapter Material Various alternative work arrangements exist for use in businesses and other types of organizations; included among the options are compressed work weeks, flexible work schedules, telecommuting, and job sharing. This case focuses on alternative work arrangements in general rather than on a particular one exclusively; however, telecommuting does receive additional attention. The case revolves around the potential advantages and disadvantages that are associated with alternative work arrangements and the factors that are contributing to an increased use of various alternative work arrangements by employers. In the context of various advantages and disadvantages that are identified in the case, the positives seem to outweigh the negatives. “Organizations that offer flexible working arrangements are, and will continue to be, employers of choice. Employees consistently rank flexible schedules high on their list of desired benefits; employers who are reluctant to offer these popular perks will find themselves falling short in the bidding wars for talent.” The case identifies three underlying factors that are driving the movement toward the increased utilization of alternative work arrangements in many different workplaces. These factors are: • The needs, desires, and expectations of workers for greater flexibility at work • Fuel costs and fuel consumption associated with commuting and the related carbon footprint impact • The restrictive impact of the 2008–2009 economic recession on job opportunities The case concludes by pointing out that many nations have experimented successfully with various flexible work programs and some countries have enacted legislation promoting alternative work arrangements. It then poses the question “Will the United States government and American businesses be adequately prepared to meet future economic challenges, at least in part, by embracing the movement toward increasing use of alternative work arrangements?” Suggested Answers for Discussion Questions 1. How can employees benefit from alternative work arrangements? How can employers benefit from alternative work arrangements? Answer: For employees, the potential benefits of alternative work arrangements include favorable effects on perceived autonomy, the resolution of work-family conflicts, better job performance, enhanced job satisfaction, and reduced stress. Among the beneficial outcomes of alternative work arrangements for employers are the following: increased employee retention, loyalty, and morale; higher productivity; improved recruiting of highly qualified workers; decreased employee tardiness and unscheduled absences; and maximum use of facilities and equipment. The students should be encouraged to think of other potential benefits of alternative work arrangements for both employees and employers. For example, the instructor could focus on a particular alternative work arrangement, such as telecommuting, and have the class brainstorm and come up with a list of potential benefits that might accrue to themselves and their employer if they worked in a telecommuting arrangement. Employee Benefits: Flexibility in managing work-life balance, reduced commuting time, and increased job satisfaction. Employer Benefits: Enhanced productivity, reduced absenteeism, and improved employee retention. 2. What are some of the possible negative outcomes for employers and/or employees regarding alternative work arrangements? Answer: Students’ answers will vary. Some of the negative outcomes associated with alternative work arrangements are the challenges associated with making these programs work for both employer and employees; handling issues regarding employee training, work monitoring and performance evaluation; maintaining lines of communication with bosses and coworkers; and changing the attitudes of managers that are uncomfortable with anything other than traditional working arrangements. As with Question 1, the students should be encouraged to think of other potential disadvantages of alternative work arrangements for both employers and employees. Again, the instructor could focus on a particular alternative work arrangement, such as telecommuting, and have the class brainstorm a list of potential disadvantages that might accrue to themselves and their employer if they worked in a telecommuting arrangement. Negative Outcomes: Employers: Coordination issues, potential for reduced team cohesion. Employees: Isolation, difficulty in maintaining work-life boundaries, and potential for overwork. 3. What are the factors influencing organizations to consider using alternative work arrangements? Explain how alternative work arrangements can address the problems/issues that are raised by these factors. Answer: The needs, desires, and expectations of workers for greater flexibility at work are driving organizations to consider embracing alternative work arrangements. Younger workers give priority to their personal lives or at least try to balance their personal lives and work lives, rather than being work-centric as their parents were. Older workers may choose to stretch their retirement date based on some combination of lifestyle choice and recent market developments. Alternative work arrangements, such as compressed work weeks, flexible work schedules, job sharing, part-time employment, and telecommuting, can provide the flexibility needed for younger workers to simultaneously pursue career interests and personal interests. These alternative work arrangements enable younger workers to juggle their work schedules so that they can respond effectively to the multiple demands in their lives. Alternative work arrangements also can benefit older workers by enabling them to respond to multiple demands as well as to gradually withdraw from gainful employment rather than abruptly terminate it. This can help workers ease into retirement while cushioning its economic impact. Additionally, organizations benefit through the retention, though on a limited time frame, of the valuable experience and contributions of the seasoned veterans. Factors Influencing Adoption: Need for flexibility, desire for increased productivity, and employee retention. Alternative arrangements address these by offering flexibility, improving job satisfaction, and accommodating diverse work styles. 4. Do you think the Telework Enhancement Act of 2010 will be useful for the Federal government and its employees? Do you think it will have a beneficial impact on America in general? Explain your answer. Answer: The Telework Enhancement Act of 2010 (H.R. 1722), which applies to the United States government’s workforce, “provides a framework for agencies to better leverage technology and to maximize the use of flexible work arrangements, which will aid in recruiting new Federal workers, retain valuable talent and allow the Federal government to maintain productivity in various situationsincluding those involving national security and other emergency situations.” This Act is an important step in supporting alternative work arrangements for federal government employees. Although the passage of the Telework Enhancement Act of 2010 sends “an important message to private sector companies about the many benefits of telecommuting and other alternative work arrangements,” unfavorable economic conditions could constrain the growth of telecommuting in the private sector. Telework Enhancement Act of 2010: It could improve Federal employee satisfaction and productivity by providing greater flexibility. Broader Impact: It may set a precedent for flexible work policies, positively influencing the private sector. 5. Should the availability of alternative work arrangements for private sector employees in the United States be mandated by law? Why or why not? Answer: According to the case, many nations have experimented successfully with various flexible work programs and laws have been enacted in some countries to make alternative work arrangements more accessible to employees. Although the United States has enacted legislation that applies to employees of the federal government, Congress has not enacted such legislation with respect to the private sector. However, the changing demographic composition of the American workforce could bring about consideration of such legislation for the private sector. With the changing needs, desires, and expectations of the workforce, there may be increasing pressure to mandate alternative work arrangements as an employment option. Clearly, the possibility of legislatively mandated alternative work arrangements in the United States is speculativeeven though other nations have traveled that path. Nonetheless, consideration of the possibility provides an excellent opportunity for students to discuss and debate what role, if any, government should play in fostering the usage of alternative work arrangements in American businesses and the extent to which such opportunities should be available to the American workforce in general. In discussing this question, consideration should be given to the following observation in the case: “Organizations that offer flexible working arrangements are, and will continue to be, employers of choice. Employees consistently rank flexible schedules high on their list of desired benefits; employers who are reluctant to offer these popular perks will find themselves falling short in the bidding wars for talent.” Mandating Alternative Work Arrangements: Pros: Promotes flexibility and work-life balance. Cons: May not suit all job roles or industries. Flexibility should be encouraged but not mandated, to allow for industry-specific needs. SOURCE: This case solution was written by Michael K. McCuddy, The Louis S. and Mary L. Morgal Chair of Christian Business Ethics and Professor of Management, College of Business, Valparaiso University. Video Profile on Camp Bow Wow A few years ago, Sue Ryan, a Camp Bow Wow franchisee, handled all the ins and outs of managing the doggie day camp. Once the job became overwhelming, however, Ryan hired experienced pet care worker Candace Stathis to be the camp counselor, and, later, the general manager. To keep camp running as efficiently as possible, Stathis maintains a strict schedule for doggie baths, nail trimmings, feedings, and play time. Staying on schedule is no easy task, however, especially during the busy holidays and summer months, or whenever the pets get territorial. Stathis says that while dogs get in occasional tussles, all camp staff members are trained to handle hairy situations. Discussion Questions and Solutions 1. How do the tasks of managers and camp counselors differ at Camp Bow Wow? Answer: Students’ answers will vary. At Camp Bow Wow, managers and camp counselors have distinctly different tasks. Whereas the lower level counselors take care of dogs, answer phones, and book reservations, managers manage people and oversee the tasks assigned to subordinates. “What I do,” said manager Candace Stathis, “is make sure all the operational stuff goes off without a hitch—so, making sure that the dogs all get fed, that they get the meds when they’re supposed to, that the staff is taking care of the dogs the way they are supposed to, and making sure that everybody is attentive to the pets. You’re managing the dogs, but you’re also managing the people.” At Camp Bow Wow, managers focus on strategic planning, operations, and overall facility management, including budgeting, staff supervision, and policy implementation. In contrast, camp counselors handle the day-to-day care of dogs, including feeding, exercising, and ensuring the animals’ well-being, as well as interacting directly with customers. Managers set the framework within which counselors operate, while counselors execute the hands-on tasks essential for the camp's daily function. 2. How does Camp Bow Wow utilize a form of job rotation to keep camp counselors satisfied with their jobs? Answer: Camp Bow Wow’s camp counselors perform a variety of jobs, from answering phones and administering medicines to grooming pets and cleaning the kennel. Performing a variety of tasks helps workers overcome the problems of work specialization. This form of job rotation, where workers rotate from animal care to office jobs, motivates employees who may get bored with repetitive tasks. In addition, this job rotation also helps employees develop new skills and work experiences for career development. 3. Using the Job Characteristics Model, explain why the employees of Camp Bow Wow love their jobs. Answer: According to the job characteristics theory, high work satisfaction and motivation are the product of three critical psychological states—experienced meaningfulness of the work, experienced responsibility for outcomes of the work, and knowledge of the actual results of work activities. Working with animals at Camp Bow Wow provides meaningfulness through high task significance (sense of caring for animals) and clear task identity (dog care tasks have a clear beginning and completion). For camp counselors, meaningfulness also comes from using a variety of skills for such tasks as dog care, managing phones, making reservations, or cleaning the kennel. The task of grooming, feeding, exercising and nursing dogs also provides a sense of responsibility and knowledge of actual results—key factors in high job satisfaction. Student Handouts Ethical Dilemma Jen Gracie is a systems analyst for Lensher & Maximoff, a large IT consulting firm. Jen’s job is to manage the knowledge dissemination of any system updates to everyone in her region. This is a difficult and demanding job. Jen must be responsive to all consultants in her area working on any project in which a change or adjustment in a system would have an impact. Jen is ultimately responsible for everyone in her region to be fully knowable about all new systems information and she is great at accomplishing this. Carson Xander, regional manager and Jen’s direct supervisor, is aware that Jen’s job is extremely demanding. Jen is the fourth person to hold this job in the ten years that Carson has been with the company. The job just takes its toll on the person. It is a 24/7 kind of job. There is no such thing as a guaranteed day off. Jen must always be available by phone and, no matter what the day or time, ready to respond to a problem. The worst part is that there are always problems. The compensation is good but no matter how much money the position pays, money cannot prevent the burnout that every person in the position has experienced. Carson has considered many times how he could best redesign the position. No question if the job was shared by several people, it would be much easier to handle. If the region was split into two and an additional person hired, the job would be better. However, the ability for everyone in his region to always be equally aware of new developments would be jeopardized. There would be another level of coordination between the section managers that would definitely slow down the process. That was going to be difficult to sell to upper management given that Lensher & Mazimoff’s promise to their clients is the ultimate in timely service. Carson likes Jen a lot. She is an incredible worker and does everything asked of her. Carson is already seeing Jen showing the negative effects of the stress of the job and is very concerned about her. He wants to do something to help but knows the negative impact changing the job will have on company. Questions 1. Using consequential, rule-based and character theories, evaluate Carson’s options. Answer: Consequential Theory: Carson could opt for job redesign, balancing Jen’s well-being against potential delays in service. Rule-Based Theory: Adhering to best practices for employee welfare and safety suggests job restructuring. Character Theory: As a caring leader, Carson might prioritize Jen’s health and well-being, aligning with ethical leadership principles. 2. What should Carson do? Why? Answer: Carson should consider redesigning the job, such as dividing it among multiple people or improving support systems, while communicating the benefits and risks to upper management. This approach aligns with ethical considerations by addressing Jen’s burnout and maintaining company standards through improved job design and support. What about You? Diagnosing Your Job This questionnaire challenges you to examine the motivating potential in your job. If you are not currently working, complete the questionnaire for any job you have ever held for which you want to examine the motivating potential. For each of the following five questions, circle the number of the most accurate description of the job. Be as objective as you can in describing the job by answering these questions. 1. How much autonomy is there in the job? That is, to what extent does the job permit a person to decide on his or her own how to go about doing the work? 1 Very little; the job gives a person almost no personal say about how and when the work is done. 2. Moderate autonomy; many things are standardized and not under the control of the person, but he or she can make some decisions about the work. 3. Very much; the job gives the person almost complete responsibility for deciding how and when the work is done. Answer: Autonomy: 3 The job provides moderate autonomy; many tasks are standardized, but some decisions can be made independently. 2. To what extent does the job involve doing a “whole” and identifiable piece of work? That is, is the job a complete piece of work that has an obvious beginning and end? Or is it a small part of the overall piece of work, which is finished by other people or by automatic machines? 1 Very much; the job gives the person almost complete responsibility for deciding how and when the work is done. The job is only a tiny part in the overall piece of work; the results of the person’s activities cannot be seen in the final product or service. 2. The job is a moderate-sized “chunk” of the overall piece of work; the person’s own contribution can be seen in the final outcome. 3. The job involves doing the whole piece of work, from start to finish; the results of the person’s activities are easily seen in the final product or service. Answer: Whole Piece of Work: 2 The job involves handling a moderate-sized "chunk" of work, with visible results in the final outcome. 3. How much variety is there in the job? That is, to what extent does the job require a person to do many different things at work, using a variety of his or her skills and talents? 1 The job involves doing the whole piece of work, from start to finish; the results of the Very little; the job requires the person to do the same routine things over and over again. 2. Moderate variety. 3 Very much; the job requires the person to do many different things, using a number of different skills and talents. Answer: Variety: 1 The job requires a person to perform various tasks, using multiple skills and talents. 4. In general, how significant or important is the job? That is, are the results of the person’s work likely to affect significantly the lives or well-being of other people? 1. Not at all significant; the outcome of the work is not likely to affect anyone in any important way. 2. Moderately significant. 3. Highly significant; the outcome of the work can affect other people in very important ways. Answer: Significance: 3 The job is fairly significant, with outcomes affecting the well-being of others. 5. To what extent does doing the job itself provide the person with information about his or her work performance? That is, does the actual work itself provide clues about how well the person is doing—aside from any feedback coworkers or supervisors may provide? 1. Very little; the job itself is set up so a person could work forever without finding out how well he or she is doing. 2. Moderately; sometimes doing the job provides feedback to the person; sometimes it does not. 3. Very much; the job is set up so that a person gets almost constant feedback as he or she works about how well he or she is doing. Answer: Feedback: 3 The job provides moderate feedback through the work itself, but not consistently. To score your questionnaire, place your responses to Questions 3, 2, 4, 1, and 5, respectively, in the blank spaces in the following equation: Q3 Q2 Q4 Q1 Q5 Motivating Potential = [ ] + [ ] + [ ] × [ ] × [ ] = _____. Answer: Source: J. R. Hackman and G. R. Oldham, “The Job Diagnostic Survey: An Instrument for the Diagnosis of Jobs and the Evaluation of Job Redesign Projects,” Technical Report No. 4, 1974, 2–3 of the Short Form. Reprinted by permission of Greg R. Oldham. What about you? Is your Work Environment a Healthy One? To determine whether your work environment is a healthy one, read the text section on “Work Design and Well-Being,” then complete the following four steps. Answer each question in the five steps “yes” or “no.” Step 1. Control and Influence _____ Do you have influence over the pace of your work? _____ Are system response times neither too fast nor too slow? _____ Do you have a say in your work assignments and goals? _____ Is there an opportunity for you to comment on your performance appraisal? Step 2. Information and Uncertainty _____ Do you receive timely information to complete your work? _____ Do you receive complete information for your work assignments? _____ Is there adequate planning for changes that affect you at work? _____ Do you have access to all the information you need at work? Step 3. Conflict at Work _____ Does the company apply policies clearly and consistently? _____ Are job descriptions and task assignments clear and unambiguous? _____ Are there adequate policies and procedures for the resolution of conflicts? _____ Is your work environment an open, participative one? Step 4. Job Scope and Task Design _____ Is there adequate variety in your work activities and/or assignments? _____ Do you receive timely, constructive feedback on your work? _____ Is your work important to the overall mission of the company? _____ Do you work on more than one small piece of a big project? Issues in Diversity Making a Way for the Disabled Worker When twenty-seven-year-old Natasha Frechette learned that she had multiple sclerosis, she wondered whether she would not only need someone to take care of her but whether she would be able to keep her data manager job at the small research firm where she worked. After all, the disease with which Frechette was diagnosed could lead to numbness, blindness, and eventual paralysis. Not to mention she would need to take time off for physical and occupational therapy. In a related story, Joel Boswell could no longer work as a mechanic at United Airlines after he was treated for a brain tumor. The EEOC alleged in its class-action lawsuit against the airline that rather than hire Boswell for other jobs for which he was qualified, United placed him on involuntary leave until he retired. According to the EEOC attorney, “They [disabled workers] shouldn’t have to be competing with everybody else. If they can do these jobs they should try to work out an accommodation with the disabled worker.” Frechette and Boswell are not alone. Millions of U.S. workers grapple with similar issues. In fact, over 7.4 million workers received Social Security Administration (SSA) disability benefits in 2008. Many of these workers suffer with serious or chronic illnesses that interfere with their ability to perform the work that bring so much meaning to their lives. Yet, many disabled employees do not let their employers know for fear of being perceived as a cop-out or of being discriminated against. Failure to disclose one’s illness, regardless of the reason, is risky. First, employers could mistake disability-related behaviors as dysfunctional behavior. For example, career coach Rosalind Joffe tells of client who, by not disclosing his illness to his employer, was accused of being a drug abuser. Most importantly, employers won’t know if and in what ways to adjust the disabled employee’s work if they don’t know that an adjustment is required. Questions 1. As a manager, how would you balance a disabled employee’s needs for a work adjustment to your need to design jobs that meet organizational performance goals? Answer: Balancing Needs: As a manager, balancing a disabled employee's needs with organizational goals involves assessing reasonable accommodations that enable the employee to perform effectively without compromising job performance. Collaborate with the employee to identify adjustments, such as flexible hours or modified tasks, while ensuring these changes align with overall performance objectives. 2. Do you believe United Airlines was justified in placing Boswell on involuntary leave? Explain. Answer: United Airlines' Justification: United Airlines was not justified in placing Boswell on involuntary leave without exploring alternative roles or accommodations. The EEOC's stance highlights that reasonable accommodations should be considered before forcing retirement, reflecting the legal and ethical responsibility to support disabled employees' continued employment where feasible. SOURCE: L. Alderman, “Protecting Your Job While Coping With a Chronic Illness,” The New York Times (June 20, 2009); “Number of disabled workers and their dependents receiving benefits on December 31, 1970–2008,” http://www.ssa.gov/OACT/STATS/DIbenies.html#foot, accessed February 10, 2014; “EEOC Sues United Over Handling of Disabled Workers,” The Associated Press (June 4, 2009), http://www.cleveland.com/business/index.ssf/2009/06/eeoc_sues_united_over_handling.html, accessed February 21, 2014. Experiential Exercise Chaos and the Manager’s Job Managers’ jobs are increasingly chaotic as a result of high rates of change, uncertainty, and turbulence. Some managers thrive on change and chaos, but others have a difficult time responding to high rates of change and uncertainty in a positive manner. This questionnaire gives you an opportunity to evaluate how you would react to a manager’s job that is rather chaotic. Exercise Schedule 1. Preparation (preclass) Complete the questionnaire. 2. Individual Scoring Give yourself 4 points for each A, 3 points for each B, 2 points for each C, 1 point for each D, and 0 points for each E. Compute the total, divide by 24, and round to one decimal place. 3. Group Discussion Your instructor may have you discuss your scores in groups of six students. The higher your score, the more you respond positively to change and chaos; the lower your score, the more difficulty you would have responding to this manager’s job in a positive manner. In addition, answer the following questions. a. If you could redesign this manager’s job, what are the two or three aspects of the job that you would change first? b. What are the two or three aspects of the job that you would feel no need to change? SOURCE: “Chaos and the Manager’s Job” in D. Marcic, “Option B. Quality and the New Management Paradigm,” Organizational Behavior: Experiences and Cases, 4th ed. (Minneapolis/St. Paul: West Publishing, 1995): 296–297. Reprinted by permission. Experiential Exercise Chaos and the Manager’s Job Listed below are some statements a thirty-seven-year-old manager made about his job at a large and successful corporation. If your job had these characteristics, how would you react to them? After each statement are five letters, A–E. Circle the letter that best describes how you would react according to the following scale: A. I would enjoy this very much; it’s completely acceptable. B. This would be enjoyable and acceptable most of the time. C. I’d have no reaction one way or another, or it would be about equally enjoyable and unpleasant. D. This feature would be somewhat unpleasant for me. E. This feature would be very unpleasant for me. 1. I regularly spend 30–40 percent of my time in meetings. A B C D E 2. A year and a half ago, my job did not exist, and I have been essentially inventing it as I go along. A B C D E 3. The responsibilities I either assume or am assigned consistently exceed the authority I have for discharging them. A B C D E 4. At any given moment in my job, I average about a dozen phone calls to be returned. A B C D E 5. There seems to be very little relation in my job between the quality of my performance and my actual pay and fringe benefits. A B C D E 6. I need about two weeks of management training a year to stay current in my job. A B C D E 7. Because we have very effective equal employment opportunity in my company and because it is thoroughly multinational, my job consistently brings me into close contact at a professional level with people of many races, ethnic groups, and nationalities and of both sexes. A B C D E 8. There is no objective way to measure my effectiveness. A B C D E 9. I report to three different bosses for different aspects of my job, and each has an equal say in my performance appraisal. A B C D E 10. On average, about a third of my time is spent dealing with unexpected emergencies that force all scheduled work to be postponed. A B C D E 11. When I need to meet with the people who report to me, it takes my secretary most of a day to find a time when we are all available, and even then I have yet to have a meeting where everyone is present for the entire meeting. A B C D E 12. The college degree I earned in preparation for this type of work is now obsolete, and I probably should return for another degree. A B C D E 13. My job requires that I absorb about 100–200 pages a week of technical material. A B C D E 14. I am out of town overnight at least one night a week. A B C D E 15. My department is so interdependent with several other departments in the company that all distinctions about which department is responsible for which tasks are quite arbitrary. A B C D E 16. I will probably get a promotion in about a year to a job in another division that has most of these same characteristics. A B C D E 17. During the period of my employment here, either the entire company or the division I worked in has been reorganized every year or so. A B C D E 18. While I face several possible promotions, I have no real career path. A B C D E 19. While there are several possible promotions I can see ahead of me, I think I have no realistic chance of getting to the top levels of the company. A B C D E 20. While I have many ideas about how to make things work better, I have no direct influence on either the business policies or the personnel policies that govern my division. A B C D E 21. My company has recently put in an “assessment center” where I and other managers must go through an extensive battery of psychological tests to assess our potential. A B C D E 22. My company is a defendant in an antitrust suit, and if the case comes to trial, I will probably have to testify about some decisions that were made a few years ago. A B C D E 23. Advanced computer and other electronic office technology is continually being introduced into my division, necessitating constant learning on my part. A B C D E 24. The computer terminal and screen I have in my office can be monitored in my boss’s office without my knowledge. A B C D E TOTAL Multiply by 4 3 2 1 0 = SCORE SOURCE: “A Manager’s Job” by Peter B. Vaill in Managing as a Performing Art: New Ideas for a World of Chaotic Change, 1989. Reprinted by permission of Jossey-Bass Inc., Publishers. Experiential Exercise A Job Redesign Effort This activity will help you consider ways in which work can be redesigned to improve its impact on people and its benefit to the organization. Consider the following case: Eddie is a quality control inspector for an automotive assembly line. His job is to inspect the body, interior, and engine of cars as they roll off the assembly line. Eddie’s responsibility is to identify quality problems that either hinder the functioning of these parts of the car or noticeably mar the car’s appearance. He is to report the problem so that it can be corrected. Sometimes late in the day, especially on Thursdays and Fridays, Eddie lets assembly problems slip past him. In addition, Eddie’s back feels sore at the end of the day, and sometimes he is very stiff in the morning. There are times when he is not sure whether he is seeing a serious problem or just a glitch. As a five-person team, your job is to evaluate two alternative approaches to redesigning Eddie’s job using theories presented in the chapter. Answer the following questions as a team. Your team should be prepared to present its recommendations to the class as a whole. Discussion Questions Your instructor will lead a class discussion of each of the following questions: 1. For this particular job, which are the two best models to use in a redesign effort? Why? Answer: Best Models for Redesign: The Job Characteristics Model and Ergonomic Design are the best for redesigning Eddie’s job. The Job Characteristics Model focuses on enhancing skill variety, task identity, and feedback, which can address Eddie’s dissatisfaction and performance issues. Ergonomic Design aims to reduce physical strain, addressing Eddie's back pain and stiffness. 2. Does your team need any additional information before it begins to redesign Eddie’s job? If so, what information do you need? Answer: Additional Information Needed: The team needs details on Eddie’s specific tasks, the frequency and type of quality issues encountered, and the ergonomic aspects of his work environment, including workstation setup and movement patterns. 3. Using the two models you chose in Question 1, what would your team specifically recommend to redesign Eddie’s job? Answer: Recommendations: • Job Characteristics Model: Increase task variety by rotating Eddie’s inspection tasks and provide more immediate feedback on his performance. • Ergonomic Design: Redesign Eddie’s workstation to include adjustable equipment and supportive seating to reduce physical strain. Experiential Exercise They Want Me to Go to Singapore to Be a Manager Joe Pratt is a manager for a major appliance manufacturer, Whirlwind Corp. His boss has just informed him that in 2 months he will be sent overseas to Singapore to head up marketing for the Washer/Dryer Division based there. His overseas assignment will last 2 years. His boss told him that he would be part of a management team of 4 managers from Germany, Singapore, and Japan. His boss also told him that he would send over the company’s Overseas Assignment Orientation booklet and information about housing. If he had any other questions prior to his departure, Joe should call his boss or the Human Resource department. After the conversation with his boss, Joe didn’t know what to think. He hadn’t expected an overseas assignment. He has never been overseas and his boss didn’t say anything about training. An overseas assignment was not really appealing to him and he could never understand why anyone would want to spend time living anywhere but the United States. He was also worried about what his family would think, since his mother was a senior manager in another city. Joe had secured the position without her assistance, yet he realizes that he has benefited by having such a visible name connected with her success. Joe is confused. He wanted to make a career with this company, but wonders if he has the necessary motivation. In addition, he doesn’t want to disappoint his parents, since they, no doubt, will be thrilled with the advancement opportunity. 1 If you were Joe’s supervisor, what information about job enrichment could you provide Joe? Answer: Job Enrichment Information: As Joe’s supervisor, emphasize that the overseas assignment can significantly enrich his job by providing greater skill variety, autonomy, and the chance to impact an international market, which can enhance his career growth and leadership abilities. 2 What information about how jobs are viewed in Japan would benefit Joe in Singapore? Answer: Job Views in Japan: Inform Joe that Japanese work culture values teamwork, long-term commitment, and respect for hierarchy. Understanding these aspects will help him navigate the management dynamics with his Japanese colleagues effectively. 3 What other specific training information would be beneficial to Joe? Answer: Beneficial Training Information: Joe would benefit from cross-cultural training on Singaporean and regional business practices, communication styles, and managing diverse teams. Additionally, training on expatriate living adjustments and family support services would be helpful. Case Study Alternative Work Arrangements—What Does the Future Hold? Alternative work arrangementssuch as compressed work weeks, flexible work schedules, telecommuting, or job sharing, among otherscan have positive and negative consequences for employers and/or employees. In general, alternative work arrangements can generate beneficial outcomes, particularly for employers, such as “increased employee retention, loyalty and morale; higher productivity; improved recruiting of highly qualified workers; decreased employee tardiness and unscheduled absences; and maximum use of facilities and equipment.” On the employees’ side, for example, telecommutingone type of alternative work arrangementhas favorable effects on perceived autonomy, the resolution of work-family conflicts, job performance, job satisfaction, and the experience of stress; and it does not harm perceived career prospects or the quality of workplace relationships. On the downside, however, are the challenges associated with making these programs work for both employer and employees; handling issues regarding employee training, work monitoring, and performance evaluation; maintaining lines of communication with bosses and coworkers; and changing the attitudes of managers that are uncomfortable with anything other than traditional working arrangements. On balance, the positives seem to outweigh the negatives. “Organizations that offer flexible working arrangements are, and will continue to be, employers of choice. Employees consistently rank flexible schedules high on their list of desired benefits; employers who are reluctant to offer these popular perks will find themselves falling short in the bidding wars for talent.” Although alternative work arrangements can be highly beneficial for both employers and employees, we need to examine the underlying factors that are driving the increased utilization of alternative work arrangements in many different workplaces. One important factor reflects the needs and desires of workers. “Many people today are seeking flexibility at work. Parents may want more time for family. Students hope to fit employment into a busy class schedule. And some people look for work after retirement. Whatever their situation, they’re not alone in wanting a job that’s a better match for their lives.” Younger workers and those nearing retirement age are two particular segments of the workforce that can be meaningfully targeted by employers offering various alternative work arrangements. Younger workers are entering the workforce with different expectations than previous generations of workers. Whereas their parents were work-centric, most members of Generations X and Y give priority to their personal lives; or at the very least they desire to balance their work lives and personal lives. Sharif Khan, vice-president of human resources at Microsoft Canada, says, “Gen X and Gen Y are coming into the workplace with the expectation that they’re going to be treated as individuals, [who] want to be able to fit their life and their work together comfortably, as opposed to focusing on work and dealing with life after the fact.” Another important demographic group in the workforce consists of those individuals nearing retirement. “Baby Boomers are reaching retirement age. While many Boomers may choose to stretch their retirement date based on some combination of lifestyle choice and recent market developments, many are opting for less-demanding positions or reduced workloads.” “By 2020, 16 percent of the U.S. population will be age 65 and over, up from 12 percent in 1999. Yet leaders of many organizations ignore aging workforce issues despite the potential problems they see coming, and some damage seems likely to occur before the issues receive appropriate attention.” “[T]he size of the Baby Boomer demographic group exceeds current graduating classes, and replacing their experience will be a challenge for most firms.” Many nations have experimented successfully with various flexible work programs; and indeed, in some countries, laws have been enacted to make alternative work arrangements more accessible to employees. Although the United States Congress has not enacted such legislation for the private sector, it has taken an important step in supporting alternative work arrangements for Federal government employees. The Telework Enhancement Act of 2010 (H.R. 1722) was passed by both houses of Congress and then signed into law by President Barack Obama in early December 2010. “The Act provides a framework for agencies to better leverage technology and to maximize the use of flexible work arrangements, which will aid in recruiting new Federal workers, retain valuable talent and allow the Federal government to maintain productivity in various situationsincluding those involving national security and other emergency situations.” Kate Lister, principal researcher at the Telework Research Network, poignantly observed that “[w]hile [the Telework Enhancement Act of 2010 is] aimed at just the [F]ederal workforce, I think the passage of this bill will send an important message to private sector companies about the many benefits of telecommuting and other alternative work arrangements.” However, the impact of the Great Recession may restrain the growth of alternative work arrangements in the private sector. A report from the Society for Human resource Management “found that some businesses have ‘reined in support for alternative work arrangements, with new initiatives essentially on hold and existing programs under review.’ ” The future of alternative work arrangements certainly is not certain! Discussion Questions 1. How can employees benefit from alternative work arrangements? How can employers benefit from alternative work arrangements? Answer: Employee Benefits: Employees gain flexibility, improved work-life balance, and reduced commute stress. Employer Benefits: Employers see increased productivity, lower turnover, and reduced overhead costs. 2. What are some of the possible negative outcomes for employers and/or employees regarding alternative work arrangements? Answer: Negative Outcomes: For employees, isolation and difficulty separating work from personal life can be issues. For employers, managing remote teams and ensuring consistent productivity can be challenging. 3. What types of factors are influencing organizations to consider using alternative work arrangements? Explain how alternative work arrangements can address the problems/issues that are raised by these factors. Answer: Influencing Factors: Factors include the desire for increased flexibility, cost reduction, and improved employee satisfaction. Alternative work arrangements address these by enhancing job satisfaction and reducing operational costs. 4. Do you think the Telework Enhancement Act of 2010 will be useful for the Federal government and its employees? Do you think it will have a beneficial impact for America in general? Explain your answer. Answer: Telework Enhancement Act: It can be beneficial by promoting work flexibility and improving efficiency. For the general public, it supports work-life balance and reduces environmental impact from commuting. 5. Should the availability of alternative work arrangements for private sector employees in the United States be mandated by law? Why or why not? Answer: Mandating Alternative Arrangements: While it could enhance employee satisfaction and productivity, mandating it might not fit all industries or roles. Flexibility should be encouraged but not universally required. SOURCE: This case was written by Michael K. McCuddy, The Louis S. and Mary L. Morgal Chair of Christian Business Ethics and Professor of Management, College of Business Administration, Valparaiso University. S. Meisinger, “Flexible Schedules Make Powerful ‘Perks’,” HRMagazine 52(4) (April 2007): 12. Anonymous, “Telecommuting Has Mostly Positive Consequences for Employees and Employers,” CPA Practice Management Forum (December 2007): 19. S. Meisinger, “Flexible Schedules Make Powerful ‘Perks’,” HRMagazine 52(4) (April 2007): 12. Anonymous, “Telecommuting Has Mostly Positive Consequences for Employees and Employers,” CPA Practice Management Forum (December 2007): 19. S. Meisinger, “Flexible Schedules Make Powerful ‘Perks’,” HRMagazine 52(4) (April 2007): 12. E.M. Torpey, “Flexible Work: Adjusting the When and Where of Your Job,” Occupational Outlook Quarterly (Summer 2007): 14. S. Klie, “Flexibility a Growing Global Issue,” Canadian HR Reporter 20(19) (November 5, 2007): 11. S. Klie, “Flexibility a Growing Global Issue,” Canadian HR Reporter 20(19) (November 5, 2007): 11. L. Murphy, “Shining the Brass RingMaking Partnership Attractive to the New Generation,” CPA Practice Management Forum (January 2007): 5. J.M. Phillips, M. Pomerantz, and S.M. Gully, “Plugging the Boomer Drain,” HRMagazine 52(12) (December 2007): 54. L. Murphy, “Shining the Brass RingMaking Partnership Attractive to the New Generation,” CPA Practice Management Forum (January 2007): 6. One Hundred Eleventh Congress of the United States of America at the Second Session, “Telework Enhancement Act of 2010 (H.R. 1722),” U.S. Government Printing Office, http://www.gpo.gov/fdsys/pkg/BILLS-111hr1722enr/pdf/BILLS-111hr1722enr.pdf (accessed February 18, 2014). J. Berry, “Memorandum for Heads of Executive Departments and Agencies,” United States Office of Personnel Management (December 13, 2010), http://www.chcoc.gov/transmittals/TransmittalDetails.aspx?TransmittalID=3246 (accessed February 18, 2014). Anonymous, “Citrix Online; Telework Enhancement Act Could Save Tax Payers $15 Billion a Year Say Citrix Online and Telework Research Network,” Real Estate & Investment Week (December 11, 2010): 732. J. Walker, “Even With a Recovery, Job Perks May Not Return,” The Wall Street Journal (Online) (April 5, 2010). Solution Manual for ORGB Organizational Behavior Debra L. Nelson, James Campbell Quick 9781305663916, 9781337148443