Heidelberg pointed out that not every job or person is a fit for enrichment. Businesses and their strategies differ and the kinds of skills, procedures, and behavior required on the factory floor is quite different from those required for a leading-edge design shop. In addition, people with the same abilities and personalities may be at different levels in terms of satisfying their needs (e.g., Ma slows hierarchy). It should be no surprise to you that both job and organizational design are situational and interdependent with many other concepts involved in the “management of human energy.”
1. In either designing the job or in hiring to fill the job, does your organization consider any of the individual factors that might influence success? Explain your answer and consider the following factors:
– Cultural differences in the people
– Personality factors like MB TI type, conscientiousness, the focus of control, and hardiness
– Where a person is in satisfying their higher- and lower-level needs.
2. In your organization, are there any jobs that appear to have been successfully designed (either initially or as they have “evolved”) using ideas like those described in the textbook? Anchor your comments in the achievement of the three critical states, and in the achievement of “engagement”.
3. How would you describe the organization you work for on each of the basic design dimensions? What changes in these dimensions have you seen in your organization due to pressures for improved cost/effectiveness or to meet other changes in the environment/competition?
Please use references and citations from the uploaded book.
Nelson, D.L., & Quick, J.C. (2017). ORGB5 Organizational Behavior. Boston, MA: Engage Learning.