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Focus On Task Performance and Structure (Self)

This study investigated the relationship between different types of job crafting (extending, reducing, and cognitive crafting) and task performance as rated by employees and supervisors. The researchers found that reducing tasks and relationships was rated as counterproductive to task performance, while extending tasks was rated as productive. Supervisors gave higher ratings of task performance when employees extended their tasks and lower ratings when employees reduced relationships. The study provides initial evidence that job crafting behaviors can have both positive and negative impacts on task performance. Future research should examine these relationships longitudinally and identify moderating processes.

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175 views

Focus On Task Performance and Structure (Self)

This study investigated the relationship between different types of job crafting (extending, reducing, and cognitive crafting) and task performance as rated by employees and supervisors. The researchers found that reducing tasks and relationships was rated as counterproductive to task performance, while extending tasks was rated as productive. Supervisors gave higher ratings of task performance when employees extended their tasks and lower ratings when employees reduced relationships. The study provides initial evidence that job crafting behaviors can have both positive and negative impacts on task performance. Future research should examine these relationships longitudinally and identify moderating processes.

Uploaded by

Athar Ali Khan Superintendent
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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FOCUS ON TASK PERFORMANCE

AND STRUCTURE
Razi Hasan (PhD/TM) &
Shafqat Illahi Waggan
(MS/HRM)
INTRODUCTION
 Organizational theory has been summed up
“focus on task performance and structure”
 Need for such theoretical works originated
from era of industrialization or when the
world witnessed ‘industrial revolution’
 Some of the significant milestones in this
field are as followed:
THEORETICAL SCHOOLS/
THEORETICAL CONTRIBUTIONS
 Scientific Management by Taylor
 Administrative Theory by Fayol
 Max Weber’s Theory of Bureaucracy and
Organizational Structure
 Administrative Behavior by Simon
CENTRAL THOUGHT BEHIND
FORMATION OF THE THEORIES
Transparenc
y to enable
consequence
s of org

Adjustability
Top-Down
for
management
maximum
and control
production

Need to
reduce Need for the
infighting in possibility of
order to replacing
maintain parts of org
positions
A formalized structure is prescribed behavior for the
staff’s common behavior.
SCIENTIFIC MANAGEMENT- F.W.
TAYLOR
 Scientific Management originated in the
beginning of the 20th century by fredrick W.
Tylor.
 Scientific theory was based on an idea of
systematization where attempts were made to
enhance the efficiency of procedures.
 Author believed that it was possible to prescribe
the process that result in maximum output with
a minimum input of energy and resources.
 It was necessary to establish a staff of specialist
who were capable of determining the optimum
work of processes.
SCIENTIFIC MANAGEMENT- F.W.
TAYLOR
 Later on Scientific Management was quickly adopted
by large mass-producing industrial companies.
Henry ford is the most appropriate example of what
is characterized as t e ‘industrial revolution’.
 This theory has a long impact on industrial practice
and on the theoretical ideas of in general.
 Later on, this theory was rejected by employees
and managers as scientific time studies changed,
 As the result of this resistance and the spread of
other views of humanity, theory is no longer
prevalent as a managerial ideology.
ADMINISTRATIVE THEORY
(FAYOL)
 Henri Fayol was an Engineer and French
industrialist
 Recognizes to the management principles
rather than personal traits
 While others shared this belief, Fayol was
the first to identify management as a
continuous process of evaluation
ADMINISTRATIVE THEORY
(FAYOL)
 Henry Fayol developed another approach
within the rational perspective, which
inverts the focus of scientific Management.
Now, Administrative process rather than
technical process were rationalized.
 Further several different theoretical
contribution to this administrative approach
are concerned with two overall principle,
Coordination and Specialization.
ADMINISTRATIVE THEORY
(FAYOL)
 Coordination
 All employees are accountable to one superior only
 A superior can only have the number of subordinates which
he or she can manage
 Routine work must be performed by subordinates so that the
superior can attend to special task,
 Specialization
• Formation of homogeneous groups in working groups
• Purpose (Marketing or development department)
• Process (Typing, punching out beer bottle caps)
• Customer (Large, medium and small customers)
• Geography (different services according to country or
region)
ADMINISTRATIVE THEORY (FAYOL)
14 POINTS
 Division of Work
 Authority and Responsibility
 Discipline
 Unity of Command
 Unity of Direction
 Subordination of Individual Interests to the General Interest
 Remuneration of Personnel
 Centralization
 Scalar Chain (Line of Authority)
 Order
 Equity
 Stability of Tenure of Personnel
 Initiative
 Esprit de Corps
BUREAUCRACY MODEL (WEBER)
 German sociologist
 Weber first describes the concept of
bureaucracy – an ideal form of organizational
structure
 He defines bureaucratic administration as
the exercise of control on the basis of
knowledge
 Weber states, “Power is principally
exemplified within organizations by the
process of control”
BUREAUCRACY MODEL (WEBER)
 According to weber, bureaucracy is:
A specific administrative structure which is based on a
legal and rule-oriented authority (1998: 48) and has
following characteristics,
• Established distribution of work between the members
of the organization.
• An administrative hierarchy.
• A rule-oriented system, which describe the
performance of the work.
• Separation of personal possession and rights for the
office.
• Selection of staff according to technical qualifications
employees involves in career.
BUREAUCRACY MODEL (WEBER)
 Weber classifies organizations according to
the legitimacy of their power and uses three
basic classifications:

• Charismatic Authority: based on the sacred or


outstanding characteristic of the individual.

• Traditional Authority: essentially a respect


for customs.

• Rational Legal Authority: based on a code or


set of rules.
SIMON ADMINISTRATIVE BEHAVIOR
 A study of decision-making processes in
administrative organizations.

 The task of rational decision making is to


select the alternative that results in the
more preferred set of all the possible
consequences.

 This task can be divided into three


required steps:
SIMON ADMINISTRATIVE BEHAVIOR

 The identification and listing of all the


alternatives.

 The determination of all the consequences


resulting from each of the alternatives.

 The comparison of the accuracy and


efficiency of each of these sets of
consequences.
STRUCTURE
 On the basis of weber’s thoughts about
organization structure as a link between the
company’s strategy and implementation of
actions plans.
 Simple Structure
 Hierarchical Structure
 Function Organization
 Matrix Organization
STRUCTURE
 Simple Structure
The simplest type of hierarchy is found in
small companies where the owner
participates in the work (there are no levels).
 Hierarchical Organization

When the organization grows bigger, a


hierarchical system will develop as shown in
the figure below.
HIERARCHICAL ORGANIZATION
FUNCTIONAL ORGANIZATION

 The functional organization has some obvious


advantages, but it also has large disadvantages.
The expertise in the organization is centralized
and enable to develop further.
MATRIX ORGANIZATION
 The matrix principle or matrix organization
may be referred to as a theoretical model
which can be realized in different ways.
 That only functions that directly influence
logistics, production and sale.
MATRIX ORGANIZATION
RESEARCH ARTICLE
 Title of Research Paper :
“How job crafting relates to task performance”
Daniela Weseler and Cornelia Niessen (2016)
 Journal of Managerial Psychology
Vol. 31 No. 3, 2016, pp. 672-685
Emerald Group Publishing Limited 0268-3946
 DOI 10.1108/JMP-09-2014-0269
ABSTRACT
The purpose of this paper is to investigate the relation between extending and
reducing job crafting behavior, cognitive crafting and task performance.
Hierarchical regression analyses of data from 131 employee supervisor pairs
were conducted to analyze the differential relations of five job crafting
dimensions to self- and supervisor-rated task performance. The present study
shows that reduction behavior is rated as counterproductive, and extension
behavior is rated as productive in terms of task performance by employees
themselves. Supervisors rated task performance higher when employees
extended their tasks, and lower when they reduced relationships. Future
research should test the hypotheses in a longitudinal setting and should focus
processes that moderate the differential job crafting-task performance
relationships. By distinguishing extending and reducing task and relational
boundaries and cognitive crafting, the authors give first evidence to possible
negative sides of job crafting.
The aim of this study is to investigate the relationships between different
kinds of job crafting and employees’ task performance.
 Job crafting is defined as “the physical and cognitive
changes individuals make in the task or relational boundaries
of their work” (Wrzesniewski and Dutton, 2001, p. 179).

 According to Wrzesniewski and Dutton (2001), job crafting is


a kind of proactivity where employees shape their
prescribed job by changing tasks, relationships and
cognitions into a job that better satisfies their own needs
(e.g. Oldham and Hackman, 2010;Wrzesniewski and Dutton,
2001).
 Employees change their tasks by qualitatively or
quantitatively extending or reducing their task execution
(Wrzesniewski and Dutton, 2001).
 A career-oriented employee might pass on tasks
to colleagues that he perceives as lacking benefit
for his career (Wrzesniewski and Dutton, 2001).
 Employees reduce tasks they dislike either by
reducing the effort expended on particular tasks
or by omitting tasks and passing them on to
colleagues or subordinates.
 Similarly, the relations with other employees and
related people are extended or reduced on the
same grounds.
 Hypotheses :
 H 1 : Extending task boundaries will be
positively related to task performance;
 H 2 : Reducing task boundaries will be
negatively related to task performance;
 H3 : Extending relational boundaries will
be positively related to task performance;
 H 4 : Reducing relational boundaries will be
negatively related to task performance.
 The authors have assumptions on Self-
Determination Theory (SDT) (Deci & Ryan,
2000) and
research on counterproductive work
behaviour (Gruys and Sackett, 2003).
 The preposition was that the employees who
craft their job can act either in a productive
or counterproductive way and therefore
either support or undermine task
performance.
DISCUSSION
 Wrzesniewski and Dutton (2001) assumed
that job crafting might undermine
organizational interests while at the same
time serving employees’ own interests.
 The authors found negative relations
between reducing relational boundaries and
self- and supervisor-rated task performance
and between reducing task boundaries and
self-rated task performance, but –
surprisingly – not between reducing task
boundaries and supervisor-rated
performance.
 Self-Determination Theory (SDT) is a 
theory of motivation. It is concerned with
supporting our natural or intrinsic tendencies
to behave in effective and healthy ways.

 Presented by Edward L. Deci and Richard M.


Ryan (2000)

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