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MATERI #10 INTERVENSI TEKNOSTRUKTURAL MISBAHUDDIN AZZUHRI SE. MM. CPHR®. CSRS®. 081 555 80 8899 081 233 72 8899 [email protected] [email protected] LEARNING OBJECTIVES • To understand the principle characteristics of employee involvement interventions • To understand the three predominant applications of employee involvement • To explore work design as a central component of many EI interventions • To approach work design from three different perspectives: engineering, motivational, and socio-technical • To understand how different approaches align with different technical and social conditions MATERI #10 INTERVENSI TEKNOSTRUKTURAL EMPLOYEE INVOLVEMENT • Employee involvement seeks to increase members’ input into decisions that affect organization performance and employee well-being. • Employee involvement (EI) is the broad term for diverse approaches to gain greater participation in relevant workplace decisions MATERI #10 INTERVENSI TEKNOSTRUKTURAL Power Extent to which influence and authority are pushed down into the organization Information Extent to which relevant information is shared with members Knowledge Extent to which members have relevant skills and knowledge and and Skills opportunities to gain them Rewards Extent to which opportunities for internal and external rewards are tied to effectiveness EI AND PRODUCTIVITY Improved Communication and Coordination Employee Involvement Intervention Improved Motivation Improved Productivity Improved Capabilities Cummings & Worley, 2005 MATERI #10 INTERVENSI TEKNOSTRUKTURAL SECONDARY EFFECTS OF EI ON PRODUCTIVITY Employee Well-being and Satisfaction Attraction and Retention Employee Involvement Intervention Productivity Productivity Cummings & Worley, 2005 MATERI #10 INTERVENSI TEKNOSTRUKTURAL EMPLOYEE INVOLVEMENT APPLICATIONS Application Parallel Structures High Involvement Organizations Total Quality Management MATERI #10 INTERVENSI TEKNOSTRUKTURAL Power Knowledge/ Information Skill Rewards Low Moderate Moderate Low High High High High High High High High PARALLEL STRUCTURE APPLICATION STAGES Define the parallel structure’s purpose and scope Communicate with organization members Form a steering committee MATERI #10 INTERVENSI TEKNOSTRUKTURAL Address the problems and issues Form employee problemsolving groups Implement and evaluate the changes HIGH INVOLVEMENT ORGANIZATION FEATURES Flat, lean organization structures Extensive training programs MATERI #10 INTERVENSI TEKNOSTRUKTURAL Enriched work designs Open information systems Sophisticated selection and career systems Advanced reward systems Participatively designed personnel practices Conducive physical layouts TQM APPLICATION STAGES Gain longterm senior management commitment Start quality improvement projects Train members in quality methods MATERI #10 INTERVENSI TEKNOSTRUKTURAL Rewarding accomplishment Measure progress DEMING’S QUALITY GUIDELINES Create a constancy of purpose Adopt a new philosophy Eliminate numerical quotas Institute onthe-job training Take action to accomplish transformation Improve processes constantly and forever MATERI #10 INTERVENSI TEKNOSTRUKTURAL End lowest cost purchasing practices Institute leadership Eliminate empty slogans Retrain vigorously Drive out fear Break down barriers between departments Cease dependence on mass inspection Remove barriers to pride in workmanship DEMING’S SEVEN DEADLY SINS Lack of constancy of purpose Emphasizing short-term profits and immediate dividends Evaluation of performance, merit rating, or annual review Mobility of top management Running a company only on visible figures Excessive medical costs Excessive costs of warranty MATERI #10 INTERVENSI TEKNOSTRUKTURAL WORK DESIGN APPROACHES Engineering: Traditional Jobs & Groups • High specification and routinization • Low task variety and autonomy Motivational: Enriched Jobs • High task variety and autonomy • Feedback of results Sociotechnical: Self-Managing Teams • Control over total task • Multi-skilled, flexible, and self-regulating MATERI #10 INTERVENSI TEKNOSTRUKTURAL TRADITIONAL JOBS & WORKGROUPS • Based on Scientific Management • Highly specified behaviors • Narrow range of skills • Low levels of authority and discretion • Highly repetitive • Benefits • Low selection and training costs • High productivity • High levels of control MATERI #10 INTERVENSI TEKNOSTRUKTURAL ENRICHED JOBS Core Job Characteristics Critical Psychological States Skill variety Task identity Task significance Experienced Meaningfulness of the Work Autonomy Experienced Responsibility Feedback from work Knowledge of Actual Results Moderators MATERI #10 INTERVENSI TEKNOSTRUKTURAL Outcomes • Hi internal work motivation • Hi growth satisfaction • Hi job satisfaction • Hi work effectiveness Cummings & Worley, 2005 CORE JOB DIMENSIONS • Skill Variety - extent to which multiple skills are used • Task Identity - extent to which an individual works on a “whole” task • Task Significance - impact of the work on others • Autonomy - amount of discretion in the work • Feedback from the Work Itself - extent to which work provides information on effectiveness MATERI #10 INTERVENSI TEKNOSTRUKTURAL JOB ENRICHMENT APPLICATION STAGES Perform a thorough diagnosis Establish client relationships MATERI #10 INTERVENSI TEKNOSTRUKTURAL Form natural work units Combine tasks Vertical loading Opening feedback channels SOCIOTECHNICAL SYSTEMS APPROACH • Sociotechnical systems (STS) theory is based on two basic ideas: • An organization or work unit is a combined, social-plus-technical system (sociotechnical) • The system is open in relation to their environment and must interact with their environments to survive and develop • Self-managed work teams is the most prevalent application of STS MATERI #10 INTERVENSI TEKNOSTRUKTURAL SOCIOTECHNICAL SYSTEMS DIAGNOSIS Define the Work System Conduct an Environmental Analysis Conduct a Technical Analysis Conduct a Social Analysis MATERI #10 INTERVENSI TEKNOSTRUKTURAL SOCIOTECHNICAL SYSTEMS DESIGN • Can work system be designed to better fit with the environment? • Can work system be designed to better operate conversion process and control variances? • Can work system be designed to better satisfy members’ needs? MATERI #10 INTERVENSI TEKNOSTRUKTURAL TEAM TASK DESIGN & DEVELOPMENT • Whole and interdependent tasks • Common mission and goals • Requisite multi-skills • Task and boundary control • Feedback of results • Minimum specification design • Develop from narrow to broad boundaries for discretion MATERI #10 INTERVENSI TEKNOSTRUKTURAL TEAM PROCESS INTERVENTION • Promoting healthy interpersonal relationships • Coordinating efforts • Weighting member inputs and sharing knowledge • Making good decisions • Confronting and resolving conflicts MATERI #10 INTERVENSI TEKNOSTRUKTURAL ORGANIZATION SUPPORT SYSTEMS • Performance management systems • Training systems • Information systems • Selection systems • Management systems MATERI #10 INTERVENSI TEKNOSTRUKTURAL SELF MANAGED TEAMS APPLICATION STAGES Sanction the design effort Generate appropriat e designs Diagnose the work system MATERI #10 INTERVENSI TEKNOSTRUKTURAL Implement and evaluate the work design Specify support systems Continual change and improvement DESIGNING WORK FOR TECHNICAL AND PERSONAL Technical Factors Personal Need Factors • Technical interdependence: the extent to which cooperation among workers is required • Technical Uncertainty: the amount of information processing and decision making among workers necessary to do the work • Social Needs: the desire for significant social relationships • Growth Needs: the desire for personal accomplishment, learning, and development. MATERI #10 INTERVENSI TEKNOSTRUKTURAL High Technical Uncertainty Low WORK DESIGNS THAT OPTIMIZE TECHNOLOGY MATERI #10 INTERVENSI TEKNOSTRUKTURAL Traditional Job Design Traditional Work Groups Enriched Jobs Self-Regulating Work Groups Low Technical Interdependence High Cummings & Worley, 2005 High Technical Uncertainty Low WORK DESIGNS THAT OPTIMIZE PERSONAL NEEDS Traditional Job Design Traditional Work Groups Enriched Jobs Self-Regulating Work Groups Low Technical Interdependence High MATERI #10 INTERVENSI TEKNOSTRUKTURAL Cummings & Worley, 2005 NEXT | INTERVENSI MANAJEMEN SUMBERDAYA MANUSIA MISBAHUDDIN AZZUHRI SE. MM. CPHR®. CSRS®.
