This paper presents the results of a step-by-step Delphi analysis used to develop a definition and measure of quality of working life [QWL] in a case specific setting. A representative panel of 64 employees from the headquarters of a large insurance company constituted the Delphi panel that engaged in defining QWL utilizing a six-phase Delphi methodology. The results of a 34-item QWL questionnaire developed from that definition were tested with a sizable [n = 450] sample of the company's employees. Those results identified the following seven significant predictors of QWL, four of which extended beyond specific job content: [a] degree to which my superiors treat me with respect and have confidence in my abilities, [b] variety in my daily work routine, [c] challenge of my work, [d] my present work leads to good future work opportunities, [e] self-esteem, [/l extent to which my life outside of work affects my life at work, and [g] the extent to which the work I do contributes to society.
The implicit assumptions underlying dominant or classic organization designs and the presentforces in society are examined as a background for rise of alternative organization designs. Some fourteen attributes commonly shared by the new designs are presented. These include systemic structure and roles, organizations as open systems, design by joint optimization, organizational uniqueness, stated organizational values or philosophy, quality of working life as an essential objective, comprehensive roles, selfmaintaining social units, flat structure, participation, minimal status differences, make large small, iterative evolutionary development, and minimal critical specifications. Some attributes are a response to needs for institutional survival, others for long-term economic survival, and still others for enhanced institutional effectiveness. A postscript compares evolving alternative organization designs with proposals of proponents of intermediate technology.
JOB DESIGN means specification of the contents, methods, and relationships of jobs in order to satisfy technological and organizational requirements as well as the social and personal requirements of the job-holder.For the purposes of discussion only, specification of job contents can be divided into two categories: (1) physical-environment and physiological requirements, and (2) organization, social, and personal requirements. An extensive body of knowledge exists on the first category and is assiduously applied in designing plant environment, work methods, equipment, and tools, and in fitting the physical work demand to the capabilities of workers. No conflict exists over the application of this physiological and ergonomic knowledge for it does not require any models of human behaviour in complex organizations. Man's responses to the physical environments and work tasks are studied at the microscopic level with man taken as a machine element, albeit a human one, in the system. The objectives are either adjustment of man, as by training, or adjustment of environment or technology, as by design of tools, equipment, and dials and machine controls for rapid and error-free operation or to suit particular human capabilities, such as those of older workers.On the side of organizational, social, and personal requirements, what is the state of job design today? There is a large discrepancy between available knowledge and practice, although-paradoxically perhaps-there is much evidence that management faithfully keeps abreast of developments in job and organization design research. The thinking of many a management today appears to be not unlike that of an old farmer who went to a lecture delivered by a county agent to a group of small farmers in a remote rural area about a new development in farming that would increase crop yield. When asked by the county agent whether he would use the new development, the old-timer said, &dquo;I won't-I already know how to farm better than I am doing.&dquo;Managements are well aware that there now exists a considerable body of evidence which challenges accepted organizational and job design practices. Experimental and empirical findings, for instance, indicate that imposed pacing of work is detrimental to output and to quality, yet paced work is common and is considered to be desirable.' There is extensive evidence concerning the positive effects of group reward systems in achieving an organization's primary objectives. There is also considerable evidence of the effects of variety of job content and of task assignments that permit social relationships and communication patterns to develop, all of which enhance performance and personal satisfaction on the job.2 Yet in a very few instances do we find application of such findings to job designs.
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