Job Redesign

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Module 3 – Case Assignment

Job Redesign

Case Assignment

In the background materials you had a chance to view some videos and read about the traditional “top down” approach of job redesign as well as the newer “bottom up” approach of job crafting. Before starting on this assignment, make sure you have thoroughly reviewed the videos and readings and understand the key job redesign and job crafting strategies. Once you have finished reviewing the background materials, apply what you’ve learned to the specific scenarios and questions below. Make sure to cite at least one of the required readings for each answer, and try to cite at least four of the readings or videos in your answer. Your paper should be 4–5 pages in length:

  • Relax Lines, Inc. is a luxury cruise line that has hired you as a job crafting consultant for two groups of their employees. The first group is the ship crew. The crew have responsibility for safety, navigation, and maintenance of the ship. The second group is the hospitality staff. The hospitality staff is tasked with making sure the passengers are enjoying themselves and are properly entertained with various events that this staff plans and prepares. Before arriving at the cruise line to do interviews and make recommendations, you first need to do some reading on what general approach you will use. As a first step, review Dik and Duffy (2012), where they discuss task crafting, relational crafting, and cognitive crafting. Which of these three types of job crafting do you think would be most appropriate for the ship crew, and which one do you think would be most appropriate for the hospitality staff? Also, read up on “job-crafting swap meets” in Wrzesniewski (2014). Do you think a swap meet would be appropriate for either ship crew members or hospitality staff? Any other strategy from Wrzesniewski (2014) that you think would be useful for either pilots or online marketers?
  • The ABC Corporation has a team of telemarketers. The job description for the telemarketers is pretty basic: They call up potential customers who have visited his company’s web page and requested information about the product. Telemarketers’ performance evaluations depend mostly on their monthly sales as well as customer satisfaction surveys, and they receive monthly feedback reports. Their supervisor gives them some initial training, but these telemarketers have a lot of freedom to choose how and when to call customers. For example, they are free to customize their own sales pitch as long as they don’t mislead potential customers. Also, they are not required to fill out a time card or work at the office (they can work from home, if they want). As long as they are making enough monthly sales they are free to set their own schedules. While the telemarketing team is performing well, the company is concerned about high turnover among telemarketers and wants to do some job enrichment. Which of the five core job dimensions discussed in Bauer and Erdogan (2012) or page 9 of Griffin (2007) do you think should be revised the most during a job redesign intervention? Which ones do you think do not need to be revised? Explain your reasoning and cite some of the required readings in your answer.
  • Suppose a sports injury clinic has three main practitioners. First, there is a general practitioner doctor who does the basic diagnosis of the injury and works with the patient to come up with an overall treatment program. This doctor also prescribes medicine as needed. Then there is a surgeon who specializes in sports injuries. This doctor only does surgery. Finally, there is a physical therapist who helps patients with exercise programs to help them recover. The owner of the clinic though becomes worried that these three practitioners are becoming bored and dissatisfied with their jobs and there is concern they might all leave unless their jobs change. However, given the high degree of training required for each of their specializations management is not sure how to go about making their jobs less monotonous and more rewarding. In general, would you recommend management undergoes a traditional job redesign approach or a job crafting approach? Which specific job redesign strategy or job crafting strategy would you recommend? For example, if you choose job redesign discuss whether you would recommend job rotation, enlargement, enrichment, etc. If you choose job crafting, refer to one of the specific strategies or interventions discussed in Wrzesniewski (2014) or Dik and Duffy (2012).
  • Create a table with the definitions of the three main types of job redesign (job enlargement, job rotation, job enrichment) and the three main types of job crafting (task crafting, relational crafting, and cognitive crafting). Then write two paragraphs explaining which of the three types of job crafting are most similar to any of the three types of job redesign, and on what you think are the key differences between job crafting and job redesign based on the definitions in your table.

Assignment Expectations

  • Answer the assignment questions directly in 4 to 5 written pages.
  • Stay focused on the precise assignment questions; don’t go off on tangents or devote a lot of space to summarizing general background materials.
  • Make sure to use reliable and credible sources as your references. Articles published in established newspapers or business journals/magazines are preferred. If you use articles from the Internet, make sure they are from credible sources.
  • Reference your sources of information with both a bibliography and in-text citations. See the Student Guide to Writing a High-Quality Academic Paper, including pages 13 and 14 on in-text citations. Another resource is the “Writing Style Guide,” which is found under My Resources in the TLC portal.

Module 3 – SLP Assignment

Job Redesign

As with the Case Assignment, make sure you have thoroughly reviewed the background readings and understand the key concepts of job redesign and job crafting. Then think about your own job and workplace and how these concepts apply to your own work life. Once you have finished reviewing the background readings and have carefully thought about how these concepts relate to your own job, write a 2- to 3-page paper answering the following questions:

  • Of the three main types of job redesign (job enlargement, job rotation, job enrichment), which one do you think would be the most effective in your current workplace? Explain your reasoning, and cite Bauer and Erdogan (2012) or Griffin (2007) as part of your answer.
  • Suppose your supervisor decides to use job enrichment to redesign your job. Of the five core job characteristics discussed in Bauer and Erdogan (2012) or page 9 of Griffin (2007), which one do you think should be changed as part of your job redesign?
  • Which specific job crafting strategy or intervention do you think would be most effective at your organization or for your specific job? Refer to one of the specific strategies or interventions discussed in Wrzesniewski (2014) or Dik and Duffy (2012).

SLP Assignment Expectations

  • Answer the assignment questions directly in 2 to 3 written pages.
  • Stay focused on the precise assignment questions; don’t go off on tangents or devote a lot of space to summarizing general background materials.
  • Make sure to use reliable and credible sources as your references. Articles published in established newspapers or business journals/magazines are preferred. If you use articles from the Internet, make sure they are from credible sources.
  • Reference your sources of information with both a bibliography and in-text citations. See the Student Guide to Writing a High-Quality Academic Paper, including pages 13 and 14 on in-text citations. Another resource is the “Writing Style Guide,” which is found under My Resources in the TLC portal.
  • Module 3 - Background
  • Job Redesign
  • Required Reading
  • Start out this module by viewing this two videos that will give you an overview of both traditional job redesign techniques as well as the newer concept of job crafting:
  • Hartzell, S. (2015). Types of job redesign: Job enrichment, enlargement & rotation. Intro to Business.
  • Wrzesniewski, A. (2015). Job crafting - Amy Wrzesniewski on creating meaning in your own work. Re:Work with Google.
  • Now for a more in-depth view of job design dig into the following two readings. Pay special attention to the concepts of job rotation, job enrichment, and job enlargement. Also, pay attention to the core job characteristics such as task variety, autonomy, etc. discussed in both readings:
  • Bauer, T., & Erdogan, B. (2012) Chapter 6.1: Motivating employees through job design. Introduction to Organizational Behavior. Flatworld Knowledge. http://2012books.lardbucket.org/books/an-introduct...
  • Griffin, R. (2007). Chapter 6: Organization structure and design. Principles of Management. Houghton Mifflin, New York. http://college.cengage.com/business/griffin/sas_pr...
  • Now that you have read up on traditional approaches to job design, read up on job crafting. This reading is by Amy Wrzesniewski, who you saw in one of the videos above:
  • Wrzesniewski, A. (2014). Chapter 6: Engage in job crafting. In Dutton, J. E., & Spreitzer, G. M. (eds). How to Be a Positive Leader: Small Actions, Big Impact. San Francisco, CA, USA: Berrett-Koehler Publishers. [EBSCO eBook Collection]
  • Finally, this chapter provides a solid overview of job crafting including some relational, cognitive, and task crafting:
  • Dik, B. J., & Duffy, R. D. (2012). Chapter 7: Job crafting. Make Your Job a Calling: How the Psychology of Vocation Can Change Your Life at Work. West Conshohocken, PA: Templeton Press. [EBSCO eBook Collection]

Discussion Question

Job Design and Job Crafting Surveys

For this discussion, you will be filling out some surveys based on the concepts of job redesign and job crafting. The job design survey is pretty simple, self-explanatory, and follows the five core job dimensions discussed in the background readings: http://www.nwlink.com/~donclark/leader/jobsurvey.h...

The job crafting survey appears in a complicated article, but the survey is relatively straightforward and appears on page 177 of the article linked below. For each question, a “5” indicates strong agreement, a “4” means moderate agreement, a “3” means neutral, a “2” means mild disagreement, and a “1” means strong disagreement. There are four dimensions of job crafting on this survey. All of these dimensions have five questions, with the exception of “decreasing hindering job demands,” which has six questions. The total possible score on each dimension is either 25 or 30, depending on the number of questions: http://www.academia.edu/2796261/Development_and_va.... You may also click the following link to access the Job Crafting Survey.

Report your scores on both surveys to your classmates and explain whether or not the results accurately describe your current job situation and the overall usefulness of each survey.

Also, discuss any practical implications that the results of each survey has on your organization. Do the results indicate that any specific job redesign or job crafting intervention should be done? Would you recommend either survey be used for a wider range of employees at your organization to assist in deciding on a job redesign or job crafting strategy?

Unformatted Attachment Preview

Module 3 – Case Assignment JOB REDESIGN Case Assignment In the background materials you had a chance to view some videos and read about the traditional “top down” approach of job redesign as well as the newer “bottom up” approach of job crafting. Before starting on this assignment, make sure you have thoroughly reviewed the videos and readings and understand the key job redesign and job crafting strategies. Once you have finished reviewing the background materials, apply what you’ve learned to the specific scenarios and questions below. Make sure to cite at least one of the required readings for each answer, and try to cite at least four of the readings or videos in your answer. Your paper should be 4–5 pages in length: 1. Relax Lines, Inc. is a luxury cruise line that has hired you as a job crafting consultant for two groups of their employees. The first group is the ship crew. The crew have responsibility for safety, navigation, and maintenance of the ship. The second group is the hospitality staff. The hospitality staff is tasked with making sure the passengers are enjoying themselves and are properly entertained with various events that this staff plans and prepares. Before arriving at the cruise line to do interviews and make recommendations, you first need to do some reading on what general approach you will use. As a first step, review Dik and Duffy (2012), where they discuss task crafting, relational crafting, and cognitive crafting. Which of these three types of job crafting do you think would be most appropriate for the ship crew, and which one do you think would be most appropriate for the hospitality staff? Also, read up on “job-crafting swap meets” in Wrzesniewski (2014). Do you think a swap meet would be appropriate for either ship crew members or hospitality staff? Any other strategy from Wrzesniewski (2014) that you think would be useful for either pilots or online marketers? 2. The ABC Corporation has a team of telemarketers. The job description for the telemarketers is pretty basic: They call up potential customers who have visited his company’s web page and requested information about the product. Telemarketers’ performance evaluations depend mostly on their monthly sales as well as customer satisfaction surveys, and they receive monthly feedback reports. Their supervisor gives them some initial training, but these telemarketers have a lot of freedom to choose how and when to call customers. For example, they are free to customize their own sales pitch as long as they don’t mislead potential customers. Also, they are not required to fill out a time card or work at the office (they can work from home, if they want). As long as they are making enough monthly sales they are free to set their own schedules. While the telemarketing team is performing well, the company is concerned about high turnover among telemarketers and wants to do some job enrichment. Which of the five core job dimensions discussed in Bauer and Erdogan (2012) or page 9 of Griffin (2007) do you think should be revised the most during a job redesign intervention? Which ones do you think do not need to be revised? Explain your reasoning and cite some of the required readings in your answer. 3. Suppose a sports injury clinic has three main practitioners. First, there is a general practitioner doctor who does the basic diagnosis of the injury and works with the patient to come up with an overall treatment program. This doctor also prescribes medicine as needed. Then there is a surgeon who specializes in sports injuries. This doctor only does surgery. Finally, there is a physical therapist who helps patients with exercise programs to help them recover. The owner of the clinic though becomes worried that these three practitioners are becoming bored and dissatisfied with their jobs and there is concern they might all leave unless their jobs change. However, given the high degree of training required for each of their specializations management is not sure how to go about making their jobs less monotonous and more rewarding. In general, would you recommend management undergoes a traditional job redesign approach or a job crafting approach? Which specific job redesign strategy or job crafting strategy would you recommend? For example, if you choose job redesign discuss whether you would recommend job rotation, enlargement, enrichment, etc. If you choose job crafting, refer to one of the specific strategies or interventions discussed in Wrzesniewski (2014) or Dik and Duffy (2012). 4. Create a table with the definitions of the three main types of job redesign (job enlargement, job rotation, job enrichment) and the three main types of job crafting (task crafting, relational crafting, and cognitive crafting). Then write two paragraphs explaining which of the three types of job crafting are most similar to any of the three types of job redesign, and on what you think are the key differences between job crafting and job redesign based on the definitions in your table. Assignment Expectations • Answer the assignment questions directly in 4 to 5 written pages. • Stay focused on the precise assignment questions; don’t go off on tangents or devote a lot of space to summarizing general background materials. • Make sure to use reliable and credible sources as your references. Articles published in established newspapers or business journals/magazines are preferred. If you use articles from the Internet, make sure they are from credible sources. • Reference your sources of information with both a bibliography and in-text citations. See the Student Guide to Writing a High-Quality Academic Paper, including pages 13 and 14 on in-text citations. Another resource is the “Writing Style Guide,” which is found under My Resources in the TLC portal. Module 3 – SLP Assignment JOB REDESIGN As with the Case Assignment, make sure you have thoroughly reviewed the background readings and understand the key concepts of job redesign and job crafting. Then think about your own job and workplace and how these concepts apply to your own work life. Once you have finished reviewing the background readings and have carefully thought about how these concepts relate to your own job, write a 2- to 3page paper answering the following questions: 1. Of the three main types of job redesign (job enlargement, job rotation, job enrichment), which one do you think would be the most effective in your current workplace? Explain your reasoning, and cite Bauer and Erdogan (2012) or Griffin (2007) as part of your answer. 2. Suppose your supervisor decides to use job enrichment to redesign your job. Of the five core job characteristics discussed in Bauer and Erdogan (2012) or page 9 of Griffin (2007), which one do you think should be changed as part of your job redesign? 3. Which specific job crafting strategy or intervention do you think would be most effective at your organization or for your specific job? Refer to one of the specific strategies or interventions discussed in Wrzesniewski (2014) or Dik and Duffy (2012). SLP Assignment Expectations • Answer the assignment questions directly in 2 to 3 written pages. • Stay focused on the precise assignment questions; don’t go off on tangents or devote a lot of space to summarizing general background materials. • Make sure to use reliable and credible sources as your references. Articles published in established newspapers or business journals/magazines are preferred. If you use articles from the Internet, make sure they are from credible sources. • Reference your sources of information with both a bibliography and in-text citations. See the Student Guide to Writing a High-Quality Academic Paper, including pages 13 and 14 on in-text citations. Another resource is the “Writing Style Guide,” which is found under My Resources in the TLC portal. • Module 3 - Background • JOB REDESIGN • Required Reading Start out this module by viewing this two videos that will give you an overview of both traditional job redesign techniques as well as the newer concept of job crafting: Hartzell, S. (2015). Types of job redesign: Job enrichment, enlargement & rotation. Intro to Business. https://www.youtube.com/watch?v=y8X0HCGKaLA Wrzesniewski, A. (2015). Job crafting - Amy Wrzesniewski on creating meaning in your own work. Re:Work with Google. https://www.youtube.com/watch?v=C_igfnctYjA Now for a more in-depth view of job design dig into the following two readings. Pay special attention to the concepts of job rotation, job enrichment, and job enlargement. Also, pay attention to the core job characteristics such as task variety, autonomy, etc. discussed in both readings: • • • • • • • Bauer, T., & Erdogan, B. (2012) Chapter 6.1: Motivating employees through job design. Introduction to Organizational Behavior. Flatworld Knowledge. http://2012books.lardbucket.org/books/an-introductionto-organizational-behavior-v1.0/s10-01-motivating-employees-through-j.html Griffin, R. (2007). Chapter 6: Organization structure and design. Principles of Management. Houghton Mifflin, New York. http://college.cengage.com/business/griffin/sas_principles/1e/assets/students/ know_bank/griffin_sas_KB_6.1.pdf Now that you have read up on traditional approaches to job design, read up on job crafting. This reading is by Amy Wrzesniewski, who you saw in one of the videos above: • • • Wrzesniewski, A. (2014). Chapter 6: Engage in job crafting. In Dutton, J. E., & Spreitzer, G. M. (eds). How to Be a Positive Leader: Small Actions, Big Impact. San Francisco, CA, USA: Berrett-Koehler Publishers. [EBSCO eBook Collection] • • • • Finally, this chapter provides a solid overview of job crafting including some relational, cognitive, and task crafting: Dik, B. J., & Duffy, R. D. (2012). Chapter 7: Job crafting. Make Your Job a Calling: How the Psychology of Vocation Can Change Your Life at Work. West Conshohocken, PA: Templeton Press. [EBSCO eBook Collection] Discussion Question Job Design and Job Crafting Surveys For this discussion, you will be filling out some surveys based on the concepts of job redesign and job crafting. The job design survey is pretty simple, self-explanatory, and follows the five core job dimensions discussed in the background readings: http://www.nwlink.com/~donclark/leader/jobsurvey.html The job crafting survey appears in a complicated article, but the survey is relatively straightforward and appears on page 177 of the article linked below. For each question, a “5” indicates strong agreement, a “4” means moderate agreement, a “3” means neutral, a “2” means mild disagreement, and a “1” means strong disagreement. There are four dimensions of job crafting on this survey. All of these dimensions have five questions, with the exception of “decreasing hindering job demands,” which has six questions. The total possible score on each dimension is either 25 or 30, depending on the number of questions: http://www.academia.edu/2796261/Development_and_validation_of_the_j ob_crafting_scale. You may also click the following link to access the Job Crafting Survey. Report your scores on both surveys to your classmates and explain whether or not the results accurately describe your current job situation and the overall usefulness of each survey. Also, discuss any practical implications that the results of each survey has on your organization. Do the results indicate that any specific job redesign or job crafting intervention should be done? Would you recommend either survey be used for a wider range of employees at your organization to assist in deciding on a job redesign or job crafting strategy? ...
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peachblack
School: New York University

Attached.

Outline

Introduction
Body
Conclusion
References


Running head: JOB REDESIGN

1

Job Redesign
Student’s name
Institution Affiliation

JOB REDESIGN

2

Job Redesign
Case Assignment
Question I
The responsibility of the ship crew at Relax Line Inc. is to ensure safety, navigation, and
maintenance suits relational crafting. This technique of job crafting involves changing relations,
and it entails altering how, with whom, or when employees interact while performing their duties
(Dik & Duffy, 2012). For instance, the tasks bestowed to the ship crew requires high levels of
interactions because navigation ensures safety, and when the ship is safe, it reduces maintenance
requirements. Therefore, the safety staff will have to develop relational crafting with the
maintenance engineers to make sure there is a smooth cruise. Besides, in case the ship develops
the mechanical problem and requires emergency docking, the maintenance and safety staff will
consult the services of the navigation staff for nearest or safer ports.
While relational crafting suits the ship crew, task and cognitive crafting suit the
hospitality staff. The first job crafting technique the hospitality staff is task crafting. This form of
job crafting entails crafting by changing the formal job responsibilities of employees (Dik &
Duffy, 2012). It also involves dropping some tasks. For instance, a tech-savvy customer service
staff can assist in events planning at the ship by integrating the events with IT. Besides, by
altering the tasks as well as effort and time placed on different functions, it offers the hospitality
team to foster teamwork. The second job crafting suited for the hospitality staff is cognitive
crafting. Because hospitality staff duties involve interaction with customers, cognitive crafting
will enable change or perceptions. Employees have the potential to perceive the tasks they
undertake and the impact they have on customers. A chef seeing the job as a significant part of

JOB REDESIGN

3

providing passengers with healthy and delicious food, but not just serving the menu is an
example.
Apart from the job crafting methods, Relax Line, Inc. can adopt "job-crafting swap
meets." Especially for the hospitality staff, they can have they can hold discussions regarding
better ways to design and optimize the hospitality jobs (Wrzesniewski, 2014; Wrzesniewski,
2015). This approach will help in task crafting so that employees, for instance, those who like
doing client-facing work can swap with those who would instead handle technical jobs to assist
in the critical front management jobs. On the other hand, within the hospitality staff, some
employees dream about doing tasks assigned to other employees, while others are bored in their
work environment. Therefore swapping will enhance competitio...

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Anonymous
Good stuff. Would use again.

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