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Job satisfaction

Job satisfaction. T echniques that increase it. (Ideas from Hackman & Oldham, 1980; Smith, Kendall, & Hulin , 1969). Overview. Task Definition Meaningfullness Endpoints Skill variety Personal Social contact Autonomy/freedom Growth Social exchanges. TASK DEFINITION (AND FEEDBACK).

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Job satisfaction

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  1. Job satisfaction Techniques that increase it (Ideas from Hackman & Oldham, 1980; Smith, Kendall, & Hulin, 1969).

  2. Overview • Task • Definition • Meaningfullness • Endpoints • Skill variety • Personal • Social contact • Autonomy/freedom • Growth • Social exchanges

  3. TASKDEFINITION (AND FEEDBACK) • How clear isit what is to be done, and how? • Confusion causes paralysis and frustration with doing the wrong things and getting punished for it • Clarify the goals and instructions • Try hard if necessary to either get clarification from others, or at least document what you are doing as evidence of good faith if there’s trouble later. • Task definition seems to be the most crucial factor of happiness in any actifity. The whole job, or moment by moment.

  4. TASKMEANINGFULNESS • The significance of the activity • It’s important that a person knows how the work relates to ‘broader purposes’. • Example, moving stones is more satisfying if it’s to build a house for a friend. • The meaningfulness is what gives you a happier sense of personal contribution and worth to others.

  5. SKILLVARIETY • The different abilities you use • Relentlessly doing the same thing causes switch-off of a mind, leading to depression, accidents, substance abuse, resignations, etc. • For variety, create episodes on different tasks, or share work roles. Different skill, alternative ways can still achieve the task.

  6. TASKEND POINTS • Achievement milestones • These allow a stop (even for a moment) to recover and enjoy progress. Break an activity into named segments or batches, perhaps with packaging or tick-off. • Alternate between different activities. • Even a short break for exercise or fresh air acts as an end point.

  7. PERSONALAUTONOMY • Leave personal choices in the way an activity is done. • ‘Leads to • pride in the results • commitment • quality of performance • productivity.

  8. PERSONALDEVELOPMENT • An activity is more satisfying if it teaches new abilities • increasing the person’s value as a worker • feelings of self-worth. • Encourage continuous improvement of service/product quality, it’s good for... • worker • employer • customers. • All good mentoring and training is personal development.

  9. SOCIALEXCHANGES • The amount of communication with others is important. • Sharing of knowledge, ideas, methods, life experiences. • Happiness from with personal support from workmates • At least one happily compatible workmate • Activity can be rearranged so people interact – still maintaining good (or better) productivity.

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